Chapter 2- Creating Consciousness for Innovation.pdf

Chapter 2- Creating Consciousness for Innovation.pdf

Public Sector Innovation

1. Public Sector Innovation in Digital
Era
Creating Consciousness for Innovation

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Learning outcomes
•Map the innovation landscape within the public sector, identifying key
stakeholders and potential areas for improvement.
•Explore the transition from ideas to values, emphasizing the alignment of
innovative initiatives with public sector values.
•Classify different types of innovation and apply a framework for creating
awareness and fostering a culture of innovation.
•Identify and articulate values essential for driving successful innovation within
the public sector.

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Chapter outline
•Mapping the innovation landscape
•From Ideas to values
•Types of innovation
•Framework for creating awareness for innovation
•Values for public sector innovation

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Mapping the landscape
•Public sector innovation has evolved over a number of stages during the
last four decades or so, the momentum picking up pace, the discourse
changing from ‘what’ to ‘how’.
•Today, most public leaders tend to agree that more positive change is
needed in government, as societal challenges ranging from ageing to
chronic illness to increasing productivity pressures are mounting.
•What is more difficult to articulate is what innovation is, exactly, and in
what way it is relevant and meaningful to the organisation.

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Mapping the landscape
What kinds of problems do public organisations face?
What is innovation in the public sector?
Where does innovation come from?
What types of innovation are there?
What kinds of value can public sector innovation generate?

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On the nature of public problems
•The term ‘complexity’ is increasingly used to describe the types of
problems facing government organisations.
•Complex characteristics, as opposed to complicated ones, refer to:
•systems with large numbers of interacting elements; where interactions
are nonlinear, so that minor changes can have disproportionately large
consequences; which are dynamic and emergent; and where hindsight
cannot lead to foresight because external conditions constantly change
(Bourgon, 2011; Bason, 2017).
•A potentially even more helpful way of distinguishing between problem
types is between tame and wicked problems.

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On the nature of public problems
Tame problems
•Well-defined, technical and engineering
problems.
•Can be understood and addressed through an
appreciation and careful, systematic
assessment of their constituent parts
•May be extremely ‘difficult’ or ‘complicated’
(bourgon, 2011) or ‘hard’ (martin, 2009)
•Decision makers to draw extensively on
knowledge of existing evidence and ‘best
practice’
•The heavy focus on ‘big’ data and ‘analytics’
Wicked Problem
•Root causes of the problem are difficult, if not
impossible, to identify; they are ambiguous
and elusive.
•The reason for this confusion around
causality is also that many public problems
are ultimately behavioural-not as easily
understood.
•Can be highly prone to political ideological
contention
•Better understood through examining the
interrelations and dependencies between
their constituent parts, and by ‘probing’ to
generate dynamics that reveal underlying and
hidden relationships

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On the nature of public problems
•Wicked problems can be identified by four
dimensions:
•Causal relationships are unclear and dynamic.
•The problem does not fit into a known category
•Attempts at problem solving change the problem
•There is no stopping rule.

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Innovation: from idea to value
Government organisations can take various roles in the innovation process –
•placing the emphasis, respectively
•the generation of creative new ideas
•their implementation
•the continuous delivery of value

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Innovation: from idea to value
•Defining innovation as the ability to create new ideas and turn them into value for society thus offers several important considerations for public leaders.
•great ideas do not come from nothing. public sector innovation is not about luck (Leadbeater, 2009a). It is a conscious effort.
•the ability to carry through with the most promising ideas is critical. organisations must be able to transform the exploration of ‘mysteries’ into ‘heuristics’: building a causal understanding of what sequence or combination of actions might generate the desired outcome.
•the emphasis on ‘value’ in innovation is key. Many public sector organisations are not sufficiently aware of whether or not they actually produce the good in the world that they think they do. Once the ‘algorithm’ of service production has been identified and is executed, how do we know that it continues to work?

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Innovation: from idea to value
The knowledge funnel

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Where does innovation come from?
Research and
development
New
technology
Efficiency
demands
Employee-
driven
innovation
Citizen-
centred
innovation

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What types of innovation are there?
•Two key questions are:
•How new is it?
•And in what way is it new?
•Incremental innovation is a gradual improvement of existing processes
or products
•Radical innovation is characterised by entirely new processes or
products.

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What types of innovation are there?
•From incremental to radical innovation

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What types of innovation are there?
•Tidd et al (2005) propose four types of innovation
Process
innovation
Product
innovation
Positional
innovation
Paradigm
innovation

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What types of innovation are there?

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The value of public sector innovation
•Productivity
•Service experience
•Results
•Democracy

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Summary of the three dimensions of the innovation landscape
What triggers
innovation?
How new is it, and in
what way?
What is the value?
Research
Technology
Efficiency demands
Employees
Citizens
Incremental vs radical …
Process
Product (service/policy)
Paradigm
Position
Productivity
Service
Results
Democracy

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Creating Consciousness for Innovation
•Educate in innovation terminology
•Communicate what innovation means to us
•Reflect jointly on practice

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Educate in innovation terminology
In a public sector context, public managers must ask:
•What is an appropriate way to talk about innovation in our
organisation?
•How do we identify, create and maintain the opportunities for staff at all
levels to acquire a basic language of innovation?

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Communicate what innovation means to us
In a public sector context, public managers must ask:
•What are our own successful cases and stories that exemplify what we
mean by innovation?
•What are the types of efforts and behaviours that we want more of –
who are our role models?

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Reflect jointly on practice
In a public sector context, a leadership role to:
•Create the opportunities for staff at all levels to reflect on how they
innovate, and what the positive results are.
•Measure innovation activities and results to drive learning.
•Identify, together with staff at all levels, how they can strengthen their
efforts in practice.