Real-world application of data-driven and intelligent systems (AI) is increasing in the private and public sector as well as in society at large. Many organizations transform as a consequence of increased AI implementation. The consequences of such transformations may include new recruitment plans, procurement of additional IT, changes in existing positions and roles, new business models, as well as new policies and regulations. However, it is unclear how this transformation varies across different types of organizations. We study the effects of bottom-up approaches, such as pilot projects and mentoring to specific groups within organizations, and aim to explore how such approaches can complement the top-down approach of strategic AI implementation. Our context is the public sector. Our goal is to acquire an improved understanding of how and when AI transformation occurs in the public sector, which are the consequences, and which strategies are fruitful or detrimental to the organization. We aim to study public sector organizations in Sweden, Norway, New Zealand, Germany, and The Netherlands to learn about potential similarities and differences with regard to AI transformation.