Justyna Orlowska, Manager, Department of Innovation and Technology, City of Boston, United States

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

As I mentioned previously, capturing the full essence of "GovTech" in just a few words can be challenging. At its core, however, it is about empowering tens of thousands of institutions—ranging from schools to government ministries—and millions of officials who are constantly generating countless ideas to make their areas of expertise more innovative and accessible to everyone equally. 

In my former role as Poland’s Prime Minister's High Representative for GovTech, I led a cross-ministerial task force that reported directly to the Prime Minister and operated out of his office. Our mission was to ensure that any public institution seeking to deliver improved digital solutions to its partners received comprehensive support—be it consultancy, legal guidance, or other resources. 

Building on this experience, I first joined Princeton University and later the Boston City Hall, where I am co-developing a similar initiative to the one we successfully implemented in Poland. As a Business Relationship Manager, I work alongside my colleagues to support specific institutions under the purview of the City of Boston in their technology journeys. This involves understanding their unique needs, identifying opportunities for innovation, and ensuring the delivery of tailored technological solutions.  

Our role extends beyond addressing immediate challenges; we aim to foster a culture of collaboration, adaptability, and forward-thinking within these institutions. By acting as a bridge between technical expertise and organizational goals, we help departments transform the ideas into impactful outcomes. This change in philosophy is often more impactful than the tools and services themselves. 

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2. What was the most impactful project you worked on this year?

Before joining the City of Boston team, I had the immense privilege of being one of only 25 individuals worldwide admitted to Princeton University's highly selective Master’s in Public Policy (MPP) program. During this transformative experience, I engaged in rigorous courses led by distinguished professors with extensive backgrounds in public policy, governance, and politics. Beyond the classroom, the program provided opportunities to tackle real-world challenges, fostering a deeper connection to the local community and its needs. 

One of the highlights was participating in Professor Majora Carter’s course, where I drew upon my experience with GovTech Poland to support the Trenton Black American community in their efforts to secure more public contracts. This experience deepened my understanding of the barriers underrepresented communities face and the systemic changes needed to address them. It also underscored the universal value of technology and innovation as tools for empowering communities and creating equitable opportunities. The program not only refined my technical and policy skills but also strengthened my commitment to leveraging my expertise for meaningful, impactful work in public service. 

3. What was one unexpected learning from 2024?

One unexpected learning from 2024 came during my studies at Princeton University, where I gained deep insights into how public institutions function in the United States. What surprised me the most, however, was the stark contrast in approaches to public services between the U.S. and Europe. 

These differences stem largely from the foundational principles upon which states are organized in each region. In Europe, the more social-oriented approach shapes many of the solutions and policies, prioritizing universal access and public welfare. In contrast, the U.S. often emphasizes market-driven approaches and individual responsibility, which leads to different frameworks for delivering public services. This realization gave me a new perspective on how historical, cultural, and political contexts influence the design and implementation of public policies. This in turn prompted me to seek my own path to public service excellence that draws upon the best of both worlds in the interest of the citizens. 

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

In 2025, I’m particularly excited to explore AI-driven data analytics platforms that can transform how public institutions leverage their data for decision-making. Tools like advanced natural language processing for unstructured data and predictive analytics for resource allocation have the potential to revolutionize public service delivery. 

I’m eager to delve into solutions that not only streamline operations but also make public services more proactive and responsive to community needs to shorten the amount of time it takes to provide the individual with a response. Additionally, I want to experiment with integrating these tools into everyday workflows, ensuring they are accessible and user-friendly for non-technical staff, empowering them to make data-driven decisions with confidence. This is especially important, as the customer-facing staff should focus on providing the best quality of service, rather than concern themselves with technical innuendos.

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

AI is a game-changer for the public sector, but its true potential lies in how we apply it thoughtfully and ethically. It’s not just about automating processes or crunching data faster—it’s about fundamentally reimagining how governments serve their communities. 

AI can help us deliver more personalized and equitable services, detect inefficiencies, and even predict societal needs before they arise. We can’t think of AI as an end goal, and instead we should look at the processes we manage, identify areas of improvement and only then look how AI might become a part of this process. Never the other way around! 

That said, the public sector must lead with caution and responsibility. Unlike the private sector, where speed and innovation are key drivers, governments have the added responsibility of ensuring transparency, accountability, and inclusivity. AI should augment human decision-making, not replace it, and we must prioritize addressing bias in AI models to avoid perpetuating systemic inequalities.  

Ultimately, AI is a tool, not a solution in itself. For it to truly benefit the public sector, we need strong governance frameworks, interdisciplinary collaboration, and a commitment to using it as a means to create a more accessible and responsive government for everyone. 

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6. What are your priorities for 2025?  

My priorities for 2025 remain steadfast: to continue growing and developing so that I can better serve society. I aim to make the best use of my skills and experience, applying them to initiatives where I can have the greatest impact. Whether it’s through innovative projects, supporting my colleagues, or driving meaningful change in public services, my focus will always be on making a tangible difference in people’s lives and contributing to a more equitable and efficient society. 

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

My advice for public sector innovators is to focus on collaboration, adaptability, and putting people at the center of innovation. 

Start with the problem, not the solution. Take time to truly understand the needs of the people you’re serving—whether it’s citizens, employees, or other stakeholders. The best innovations come from solving real problems, not chasing trends. 

Collaborate widely - GovTech is collaboration. Innovation in the public sector often requires breaking down silos and working across departments, communities, and even sectors. Partner with tech experts, local organizations, and private companies, but always keep public interest as the guiding principle. 

Embrace experimentation. Public institutions are often risk-averse, but small pilots and agile approaches can allow you to test ideas and iterate without overcommitting resources. Celebrate successes, but don’t fear failure—it’s a necessary part of innovation.  

Build trust. Whether you’re implementing new technologies or rethinking services, transparency and communication are key to gaining stakeholder buy-in. Explain the “why” behind changes and actively involve people in the process. 

Think long-term but act now. While it’s important to have a vision for the future, focus on delivering tangible improvements today. Even small wins can build momentum and show that innovation delivers real value. 

8. Who inspires you today? 

Who inspires me today? Every meeting with our clients inspires me. Seeing their dedication to serving the residents of our city, often working tirelessly to address complex challenges and improve lives, is truly motivating. Their commitment to public service and their willingness to explore innovative solutions remind me every day why we do what we do. It’s their passion and resilience that fuel my own drive to support them in their mission.