At the Festival of Innovation 2026, leaders from the Republic of Singapore Air Force (RSAF) and other government bodies outlined a blueprint for a resilient, AI-ready public sector. Gek-Peng Tay, Chief Data Officer of the RSAF, highlighted the hidden cost of organizational silence, which often stifles diverse perspectives and prevents the cross-disciplinary learning essential for navigating uncertainty. By fostering an environment where teams are comfortable to fail well, agencies can transition from rigid structures to agile units capable of thriving amidst disruption.

Central to this transformation is the concept of bilingual AI workers—professionals who possess deep sector-specific knowledge alongside high-level AI fluency. This versatility allows employees to understand how AI-driven decisions impact the broader organizational ecosystem rather than operating in technical silos. The focus is shifting toward foundational digital skills augmented by fast-growing competencies in machine learning and data science, ensuring that learning is viewed as a core component of daily work rather than a separate task.

To sustain this momentum, organizations are moving toward a 'team of teams' model, prioritizing autonomy and collaboration over traditional hierarchy. For instance, the RSAF’s RAiD unit leverages career switchers and industry partnerships to maintain a continuous cycle of experimentation. Leadership also plays a critical role; as Ngee Ann Polytechnic noted, when executives actively participate in innovation training, it sends a powerful signal that upskilling is not just a peripheral task but a core requirement for modern public service.

At the Festival of Innovation 2026, leaders from the Republic of Singapore Air Force (RSAF) and other government bodies outlined a blueprint for a resilient, AI-ready public sector. Gek-Peng Tay, Chief Data Officer of the RSAF, highlighted the hidden cost of organizational silence, which often stifles diverse perspectives and prevents the cross-disciplinary learning essential for navigating uncertainty. By fostering an environment where teams are comfortable to fail well, agencies can transition from rigid structures to agile units capable of thriving amidst disruption.

Central to this transformation is the concept of bilingual AI workers—professionals who possess deep sector-specific knowledge alongside high-level AI fluency. This versatility allows employees to understand how AI-driven decisions impact the broader organizational ecosystem rather than operating in technical silos. The focus is shifting toward foundational digital skills augmented by fast-growing competencies in machine learning and data science, ensuring that learning is viewed as a core component of daily work rather than a separate task.

To sustain this momentum, organizations are moving toward a 'team of teams' model, prioritizing autonomy and collaboration over traditional hierarchy. For instance, the RSAF’s RAiD unit leverages career switchers and industry partnerships to maintain a continuous cycle of experimentation. Leadership also plays a critical role; as Ngee Ann Polytechnic noted, when executives actively participate in innovation training, it sends a powerful signal that upskilling is not just a peripheral task but a core requirement for modern public service.