The following thesis investigates how Transportstyrelsen, a Swedish authority, can use chatbots in their customer service to increase effectivity, save resources and be more available to their customers. Therefore, this report aims to map the effects a chatbot-implementation would have on Transportstyrelsen’s business and what technical and organisational factors that contribute to a successful implementation of the chatbot. To answer these questions, a qualitative approach has been used where participants from other authorities have been interviewed about their chatbot-implementations. The experiences from Skatteverket, Pensionsmyndigheten and Lantmäteriet are compared to the situation on Transportstyrselsen with the help from socio-technical theory, diffusion theory and change management theory. The discussion concludes that the difficulties with the implementation does not lie with the technology itself and that Transportstyrelsen should allocate a lot of time for AI-trainers, include people from the legal, communication, and IT divisions in the implementation team, have an interagency strategy, vision and goal, prepare for measurements, share the progress with the organisation, include the sceptics in the development and consider the benefits of using the same chatbot algorithm as the other authorities.