Leading public sector innovation Co-creating for a better society. Christian Bason, Director, MindLab

Transcription

1 Leading public sector innovation Co-creating for a better society Christian Bason, Director, MindLab

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9 Four shifts From random innovation to a conscious and systematic approach to public sector renewal From managing human resources to building innovation capacity at all levels of government From running tasks and projects to orchestrating processes of co-creation creation, creating new solutions with people, not for them From administrating public organisations to courageously leading innovation across and beyond the public sector.

10 A global movement Why innovation? -> How innovation? Random, luck -> Strategic, systematic Expert-driven creation > Co-creation Public sector innovation is becoming a discipline, and co-creation is a key approach...

11 Barriers 1. Paying a price for politics 2. Anti-innovation DNA 3. Fear of divergence 4. Where s the citizen? 5. An orchestra without a conductor 6. Leading into a vacuum: the 80/20 rule

12 Four C s: An innovation ecosystem COURAGE (TO LEAD) CONSCIOUSNESS (CREATING A NEW LANGUAGE) CO-CREATION (ORCHESTRATING THE PROCESS) CAPACITY (POWER TO INNOVATE)

13 1. Consciousness How to develop a shared language of innovation? COURAGE (TO LEAD) CONSCIOUSNESS (CREATING A NEW LANGUAGE) CO-CREATION (ORCHESTRATING THE PROCESS) CAPACITY (POWER TO INNOVATE)

14 The dilemma Innovation is a terrible word. But there is nothing wrong with its content. MindLab

15 Innovation defined Idea Implementation Value

16 What is the value of innovation? Productivity [ efficiency ; eg higher case load per employee] Service experience [citizen s satisfaction with services delivered] Results [changes resulting from the activities of the public organisation, eg health, employment and growth] Democracy [eg participation, transparency and accountability]

17 From exploration to exploitation Mystery Heuristic Algorithm Martin (2009)

18 2. Capacity How to build the ability to innovate at all levels? COURAGE (TO LEAD) CONSCIOUSNESS (CREATING A NEW LANGUAGE) CO-CREATION (ORCHESTRATING THE PROCESS) CAPACITY (POWER TO INNOVATE)

19 Celebrating capacity

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21 The innovation pyramid Context Strategy Organisation & technology People & culture

22 3. Co-creation How to run an effective process of innovation? COURAGE (TO LEAD) CONSCIOUSNESS (CREATING A NEW LANGUAGE) CO-CREATION (ORCHESTRATING THE PROCESS) CAPACITY (POWER TO INNOVATE)

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24 Co-creation defined The systematic process of creating new solutions with people, not for them: Broader scope of people [citizens+] New mode of knowledge [qualitative, first-hand] Different kind of process [design-driven]

25 People Citizens, business, NGO, government... Policy planners, systems developers, administrators, operators, front line staff... Suppliers, partners, advisors... Academia, wild cards... Decision-makers...

26 Forms of citizen involvement CREATING A NEW FUTURE Co-creation workshops Crowdsourcing FEW MANY Qualitative research Quantitative surveys INFORMING ABOUT THE PRESENT STATE

27 Knowledge Analysis (Splitting) Rational Logical Deductive Solutions Thinking it through Single discipline Causality Synthesis (Putting together) Emotional Intuitive Inductive Paradigms, platforms Rapid prototyping (thinking through doing) Multiple disciplines Impact After Banerjee / Stanford d.school

28 Design thinking: Attitude [Public] managers operate in a problem space with no firm basis for judging one solution as superior to another, and still they must proceed. Boland & Collopy (2004)

29 Design thinking: Action Reconfiguring the problem space Citizen-centric Visualisation Experimental Zooming in & out

30 Mastering the co-creation process Visualisation Pattern recognition Identifying insights Analysing Idea generation Synthesising Concept development Selection Citizen-centred research Knowing Project scoping Challenging the problem Creating Prototyping Testing Implementing Scaling Learning Framing

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32 Metode Servicerejse

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38 Co-creation can enable co-production Co-creation Professionals produce Co-production Experts create

39 Value of co-creation Divergence More ideas, faster Execution Rehearsing the future strengthens implementation Impact Cost-efficient solutions that are tested and will work

40 4. Courage What is the role of public leadership? COURAGE (TO LEAD) CONSCIOUSNESS (CREATING A NEW LANGUAGE) CO-CREATION (ORCHESTRATING THE PROCESS) CAPACITY (POWER TO INNOVATE)

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42 What is courage? Courage comes from the willingness to die, to go forth into an unknown territory that begins to manifest only after you dare to step into that void. That is the essence of leadership. C. Otto Scharmer, MIT

43 Four leadership roles Courage Consciousness Capacity Co-creation THE VISIONARY [Politician] Formulating a vision that demands innovation Investing in innovation capacity Expecting administrators to be professional innovators THE ENABLER [Top executive] Engaging managers in a dialogue about innovation Crafting and implementing strategies for innovation Extending a licence to innovate 360 DEGREE INNOVATOR [Mid-level manager] Applying language of innovation to problem-solving Creating innovation space Embracing divergence KNOWLEDGE ENGINEER [Institution head] Empowering staff to reflect on own practices Recruiting and developing a diversity of talent Encouraging small-scale experimentation & learning

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