What is the UK Policy Lab and how does it work? The UK government set up a Policy Lab in 2014. This presentation looks at the projects and activities to date and plans for the future.
Methodbank and toolkit for design in GovernmentPolicy Lab
A Policy Lab UK method bank and toolkit in pictures. The Lab has been testing new tools and techniques for policymaking in the UK government - from user centred design to datascience and here is a selection from some of our work to date.
**Best viewed in full screen mode**
We believe that people-centred approaches and experimentation transform policymaking and outcomes for citizens.
Policy Lab is a multidisciplinary team working openly and collaboratively across the UK government and beyond. Sitting on the edge of government, we draw experience from diverse professions, communities and experiences into all our work, combining expertise from policy, design, ethnography, systems thinking, futures and art.
The Policy Lab, based at the UK Cabinet Office explores new innovations in policy-making. We are a small team of designers, ethnographers, policy-makers and researchers.
Styles of intervention for government policy-makingPolicy Lab
We have been investigating ways to help policy makers, whether in government or other organisations, to explore the range of styles of intervention available to them. Our styles of intervention do not attempt to be exhaustive, but can act as prompts for policy teams and partners. The styles of intervention can be used in a similar way that an artist might explore the range of colours or textures available to them. Here are a draft set of cards, constantly under development. Please give us feedback at policylab@cabinetoffice.gov.uk
Spring 2018 edition of the Introduction to Policy Lab UK Policy Lab
This document provides an overview of Policy Lab, which is a team based at the Cabinet Office that helps policy teams across the UK government develop policy in a more open, data-driven, digital, and user-centered way. Some key points:
- Policy Lab was established in 2014 and has worked with over 6,000 civil servants on more than 40 policy projects.
- They use methods like design thinking, data analysis, digital technologies, and open policy making to help teams diagnose problems, develop solutions, and deliver new policies.
- Their goal is to increase the skills of the civil service and inspire new thinking, while also delivering practical policy solutions through projects on issues like homelessness, childcare, and
The Policy Lab change cards help teams to challenge their assumptions and think differently about problems. We use them to help generate new ideas for policy.
The document summarizes a full-day session held by the Policy Lab and Department for Transport to discuss the future of smart shipping and the role of government. Participants from various maritime industries explored evidence on emerging technologies, developed challenges around maximizing benefits of new technologies, and identified key messages. Key messages included the need for regulations that allow short-term viability while leading long-term development at IMO, providing safe spaces for innovation, and ensuring humans remain central in the process through skills and jobs. The document outlines the process used and summarizes discussions around evidence, challenges, and concluding messages.
Design in Policy meetup - What kind of communities?Policy Lab
This document discusses different types of online communities and their defining characteristics. It identifies six main categories of communities: communities of practice focused on shared professional skills; communities of interest for sharing information on a common topic; communities of purpose for accomplishing specific tasks; communities of inquiry for collaborative problem solving; communities of inspiration focused on discovery; and communities of innovators seeking to drive new ideas and reforms. Each community type is defined by its purpose and incentives for participation, with examples given of existing communities that fall into each category.
Methodbank and toolkit for design in GovernmentPolicy Lab
A Policy Lab UK method bank and toolkit in pictures. The Lab has been testing new tools and techniques for policymaking in the UK government - from user centred design to datascience and here is a selection from some of our work to date.
**Best viewed in full screen mode**
We believe that people-centred approaches and experimentation transform policymaking and outcomes for citizens.
Policy Lab is a multidisciplinary team working openly and collaboratively across the UK government and beyond. Sitting on the edge of government, we draw experience from diverse professions, communities and experiences into all our work, combining expertise from policy, design, ethnography, systems thinking, futures and art.
The Policy Lab, based at the UK Cabinet Office explores new innovations in policy-making. We are a small team of designers, ethnographers, policy-makers and researchers.
Styles of intervention for government policy-makingPolicy Lab
We have been investigating ways to help policy makers, whether in government or other organisations, to explore the range of styles of intervention available to them. Our styles of intervention do not attempt to be exhaustive, but can act as prompts for policy teams and partners. The styles of intervention can be used in a similar way that an artist might explore the range of colours or textures available to them. Here are a draft set of cards, constantly under development. Please give us feedback at policylab@cabinetoffice.gov.uk
Spring 2018 edition of the Introduction to Policy Lab UK Policy Lab
This document provides an overview of Policy Lab, which is a team based at the Cabinet Office that helps policy teams across the UK government develop policy in a more open, data-driven, digital, and user-centered way. Some key points:
- Policy Lab was established in 2014 and has worked with over 6,000 civil servants on more than 40 policy projects.
- They use methods like design thinking, data analysis, digital technologies, and open policy making to help teams diagnose problems, develop solutions, and deliver new policies.
- Their goal is to increase the skills of the civil service and inspire new thinking, while also delivering practical policy solutions through projects on issues like homelessness, childcare, and
The Policy Lab change cards help teams to challenge their assumptions and think differently about problems. We use them to help generate new ideas for policy.
The document summarizes a full-day session held by the Policy Lab and Department for Transport to discuss the future of smart shipping and the role of government. Participants from various maritime industries explored evidence on emerging technologies, developed challenges around maximizing benefits of new technologies, and identified key messages. Key messages included the need for regulations that allow short-term viability while leading long-term development at IMO, providing safe spaces for innovation, and ensuring humans remain central in the process through skills and jobs. The document outlines the process used and summarizes discussions around evidence, challenges, and concluding messages.
Design in Policy meetup - What kind of communities?Policy Lab
This document discusses different types of online communities and their defining characteristics. It identifies six main categories of communities: communities of practice focused on shared professional skills; communities of interest for sharing information on a common topic; communities of purpose for accomplishing specific tasks; communities of inquiry for collaborative problem solving; communities of inspiration focused on discovery; and communities of innovators seeking to drive new ideas and reforms. Each community type is defined by its purpose and incentives for participation, with examples given of existing communities that fall into each category.
Nonprofit reinvention in a time of unprecedented changeaccenture
Nonprofits face increasing pressures from rising demand, diversified revenue needs, rapid technology changes, and evolving constituent expectations. To address these challenges, leading nonprofits are transforming their strategies, improving constituent engagement, empowering their workforce, and leveraging data and analytics. The document discusses how organizations are reimagining their missions, digital experiences, people strategies, and use of insights to strengthen performance and impact.
Curious about our what it’s like to be part of our team? Get a glimpse into our values, culture and some of the things that make this office a Great Place to Work for our Sydneysiders. Consider a career at Publicis Sapient and start your journey to creating real impact for some of the world’s biggest brands.
Digital Transformation From Strategy To ImplementationScopernia
Creating a digital transformation strategy is one thing but how do you put the insights and plans into practice. This presentation deals with vision, strategy, roadmap, governance, leadership, channel hacking, start-up-thinking and many more issues.
Joining Publicis Sapient means while joining a single, global team that is dedicated to making an impact in the world, together.
Hear from members of our global executive leadership team about why they chose a career at Publicis Sapient and what keeps them here.
Consider a career at Publicis Sapient and start your journey to NEXT.
Our new perspective on achieving the full potential of human and artificial intelligence.
By Fjord, design and innovation from Accenture Interactive, and Accenture The Dock.
The best digital transformation frameworks in 2020run_frictionless
The document discusses digital transformation frameworks from various consulting firms like Accenture, Deloitte, PwC, Cognizant, EY, McKinsey, KPMG, Gartner, MIT, and Capgemini. It also discusses run_frictionless, a startup consultancy that helps companies achieve predictable sales using their own 4Qs framework. The document provides brief descriptions and links to learn more about each firm's digital transformation approaches.
This document discusses combining systems models and theories of change to design strategies for complex systems change. It describes how theories of change are effective but can reduce complexity, while causal loop diagrams capture complexity but can be complex. It then introduces systemic theories of change, which use causal loop diagrams and leverage analysis to develop more systemic theories of change. Finally, it proposes a "strategy seeds, trees, and forests" metaphor to combine multiple systemic theories of change into comprehensive systemic strategies.
Pragmatic Product Strategy - Ways of thinking and doing that bring people tog...Jonny Schneider
Presented at XConf Tech Manchester in 2014 - Video at http://thght.works/1xdSvqK
This talk explores new ways of framing the work we do in order to create effective software products. A super-pragmatic model of thinking and doing that promises to bring together technologists, designers and business folks alike, across the entire software delivery lifecycle.
Curious about what it’s like to be part of our team? Joining Publicis Sapient means an invitation to express yourself, while joining a single, global team that is relentlessly curious and dedicated to making an impact in the world, together.
Get a glimpse into our values, culture and some of the things that make our London office a great place to work. Consider a career at Publicis Sapient and start your journey to NEXT.
How enterprise networks can boost Cloud Continuum experienceaccenture
1) The document discusses how enterprise networks are evolving rapidly due to innovations in areas like SD-WAN, 5G, and cloud technologies.
2) It notes that while this pace of change presents risks to IT leaders, failing to adopt new technologies also poses risks as it can cause networks to fall behind and limit organizations.
3) The document argues that SD-WAN, 5G, and network security advances are enabling enterprises to innovate, create new experiences, and open new business opportunities by enhancing connectivity, agility, and cost-effectiveness of networks.
Org Design for Design Orgs - The WorkshopPeter Merholz
As the move to establish in-house design teams accelerates, it turns out there’s very little common wisdom on what makes for a successful design organization. Books and presentations focus on process, methods, tools, and outcomes, leaving a gap of knowledge when it comes to organizational and operational matters. This workshop seeks to address this lacuna by shining a light on the unsung activities of actually running a design team, and what works and what doesn’t.
Topics include:
- How a service design mindset shifts standard organizational approaches
- Organizational models for design teams, from centralized to decentralized and back again
- Breadth and depth of skills and strategic thinking
- The 5 Stages of Organisational Evolution
- A New Taxonomy of Design Team Roles
Digital Cyprus: Catalyst for Change (Volume 1)accenture
Accenture Greece in partnership with the Bank of Cyprus, Cyta and Logicom and supported by the Cyprus Employers and "Accenture Greece in partnership with the Bank of Cyprus, Cyta and Logicom and supported by the Cyprus Employers and Industrialists Federation and the Cyprus Chamber of Commerce and Industry conducted the study “Digital Cyprus: Catalyst for Change” in 2018.
In the context of this study we performed the Digital “Anatomy” of Cyprus at a national and industry level, shaped a national digital vision and designed the Action Plan for its operationalization.
Digital Cyprus: Catalyst for Change (Volume 1)
:: Digital transforms the world as we know it
:: Cyprus’s Digital Anatomy
:: A Digital Vision for Cyprus"
The CPG Digital Revolution: Moving from Analog to Digital Operating Modelaccenture
The digital revolution is blurring the boundaries between consumers, stores and brands and forcing consumer packaged goods (CPG) companies to rethink their digital operating model. Accenture identified six ways CPG companies can prosper. View our infographic for more info: http://www.accenture.com/redefineCPGdigital
Management Consulting Toolkit with Great Powerpoint PresentationsAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Management Consulting Toolkit with Great Powerpoint Presentations | Created By ex-McKinsey & Deloitte Consultants.
Easily define & implement your Digital Transformation Strategy & Plan by leveraging this 10-step Template. Created by ex-McKinsey, Deloitte and BCG Consultants specialized in Digital Strategy, after more than 600 hours of work. Don’t reinvent the wheel. Download Now. To download the whole template, go to www.slidebooks.com.
Why, When and How Do I Start a Digital Transformation?Acquia
The document discusses digital transformation and provides guidance on how to execute it. It emphasizes defining a clear digital ambition and envisioning how digital can provide new advantages for the business. It recommends assessing customer needs, known and unknown, and using these to develop projects and a roadmap. Finally, it outlines a framework for imagining, delivering, and scaling the digital transformation through iterative development and close monitoring of results.
Introduction to Policy Lab UK - Winter edition 2017Policy Lab
We’re bringing new policy tools and techniques to the UK Government applying the latest thinking in design, digital and data science. This introduction provides an overview of our current projects and practice.
COI is the UK government's center of marketing excellence. It provides digital services and assets to about 90 public sector clients through a framework of 100 digital suppliers. The presentation discusses COI's role in social media and digital engagement, including defining these terms and reviewing the UK government's use of social media to increase engagement. It also covers the benefits and risks of social media use, as well as the role of policy, guidance, and standards.
Nonprofit reinvention in a time of unprecedented changeaccenture
Nonprofits face increasing pressures from rising demand, diversified revenue needs, rapid technology changes, and evolving constituent expectations. To address these challenges, leading nonprofits are transforming their strategies, improving constituent engagement, empowering their workforce, and leveraging data and analytics. The document discusses how organizations are reimagining their missions, digital experiences, people strategies, and use of insights to strengthen performance and impact.
Curious about our what it’s like to be part of our team? Get a glimpse into our values, culture and some of the things that make this office a Great Place to Work for our Sydneysiders. Consider a career at Publicis Sapient and start your journey to creating real impact for some of the world’s biggest brands.
Digital Transformation From Strategy To ImplementationScopernia
Creating a digital transformation strategy is one thing but how do you put the insights and plans into practice. This presentation deals with vision, strategy, roadmap, governance, leadership, channel hacking, start-up-thinking and many more issues.
Joining Publicis Sapient means while joining a single, global team that is dedicated to making an impact in the world, together.
Hear from members of our global executive leadership team about why they chose a career at Publicis Sapient and what keeps them here.
Consider a career at Publicis Sapient and start your journey to NEXT.
Our new perspective on achieving the full potential of human and artificial intelligence.
By Fjord, design and innovation from Accenture Interactive, and Accenture The Dock.
The best digital transformation frameworks in 2020run_frictionless
The document discusses digital transformation frameworks from various consulting firms like Accenture, Deloitte, PwC, Cognizant, EY, McKinsey, KPMG, Gartner, MIT, and Capgemini. It also discusses run_frictionless, a startup consultancy that helps companies achieve predictable sales using their own 4Qs framework. The document provides brief descriptions and links to learn more about each firm's digital transformation approaches.
This document discusses combining systems models and theories of change to design strategies for complex systems change. It describes how theories of change are effective but can reduce complexity, while causal loop diagrams capture complexity but can be complex. It then introduces systemic theories of change, which use causal loop diagrams and leverage analysis to develop more systemic theories of change. Finally, it proposes a "strategy seeds, trees, and forests" metaphor to combine multiple systemic theories of change into comprehensive systemic strategies.
Pragmatic Product Strategy - Ways of thinking and doing that bring people tog...Jonny Schneider
Presented at XConf Tech Manchester in 2014 - Video at http://thght.works/1xdSvqK
This talk explores new ways of framing the work we do in order to create effective software products. A super-pragmatic model of thinking and doing that promises to bring together technologists, designers and business folks alike, across the entire software delivery lifecycle.
Curious about what it’s like to be part of our team? Joining Publicis Sapient means an invitation to express yourself, while joining a single, global team that is relentlessly curious and dedicated to making an impact in the world, together.
Get a glimpse into our values, culture and some of the things that make our London office a great place to work. Consider a career at Publicis Sapient and start your journey to NEXT.
How enterprise networks can boost Cloud Continuum experienceaccenture
1) The document discusses how enterprise networks are evolving rapidly due to innovations in areas like SD-WAN, 5G, and cloud technologies.
2) It notes that while this pace of change presents risks to IT leaders, failing to adopt new technologies also poses risks as it can cause networks to fall behind and limit organizations.
3) The document argues that SD-WAN, 5G, and network security advances are enabling enterprises to innovate, create new experiences, and open new business opportunities by enhancing connectivity, agility, and cost-effectiveness of networks.
Org Design for Design Orgs - The WorkshopPeter Merholz
As the move to establish in-house design teams accelerates, it turns out there’s very little common wisdom on what makes for a successful design organization. Books and presentations focus on process, methods, tools, and outcomes, leaving a gap of knowledge when it comes to organizational and operational matters. This workshop seeks to address this lacuna by shining a light on the unsung activities of actually running a design team, and what works and what doesn’t.
Topics include:
- How a service design mindset shifts standard organizational approaches
- Organizational models for design teams, from centralized to decentralized and back again
- Breadth and depth of skills and strategic thinking
- The 5 Stages of Organisational Evolution
- A New Taxonomy of Design Team Roles
Digital Cyprus: Catalyst for Change (Volume 1)accenture
Accenture Greece in partnership with the Bank of Cyprus, Cyta and Logicom and supported by the Cyprus Employers and "Accenture Greece in partnership with the Bank of Cyprus, Cyta and Logicom and supported by the Cyprus Employers and Industrialists Federation and the Cyprus Chamber of Commerce and Industry conducted the study “Digital Cyprus: Catalyst for Change” in 2018.
In the context of this study we performed the Digital “Anatomy” of Cyprus at a national and industry level, shaped a national digital vision and designed the Action Plan for its operationalization.
Digital Cyprus: Catalyst for Change (Volume 1)
:: Digital transforms the world as we know it
:: Cyprus’s Digital Anatomy
:: A Digital Vision for Cyprus"
The CPG Digital Revolution: Moving from Analog to Digital Operating Modelaccenture
The digital revolution is blurring the boundaries between consumers, stores and brands and forcing consumer packaged goods (CPG) companies to rethink their digital operating model. Accenture identified six ways CPG companies can prosper. View our infographic for more info: http://www.accenture.com/redefineCPGdigital
Management Consulting Toolkit with Great Powerpoint PresentationsAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Management Consulting Toolkit with Great Powerpoint Presentations | Created By ex-McKinsey & Deloitte Consultants.
Easily define & implement your Digital Transformation Strategy & Plan by leveraging this 10-step Template. Created by ex-McKinsey, Deloitte and BCG Consultants specialized in Digital Strategy, after more than 600 hours of work. Don’t reinvent the wheel. Download Now. To download the whole template, go to www.slidebooks.com.
Why, When and How Do I Start a Digital Transformation?Acquia
The document discusses digital transformation and provides guidance on how to execute it. It emphasizes defining a clear digital ambition and envisioning how digital can provide new advantages for the business. It recommends assessing customer needs, known and unknown, and using these to develop projects and a roadmap. Finally, it outlines a framework for imagining, delivering, and scaling the digital transformation through iterative development and close monitoring of results.
Introduction to Policy Lab UK - Winter edition 2017Policy Lab
We’re bringing new policy tools and techniques to the UK Government applying the latest thinking in design, digital and data science. This introduction provides an overview of our current projects and practice.
COI is the UK government's center of marketing excellence. It provides digital services and assets to about 90 public sector clients through a framework of 100 digital suppliers. The presentation discusses COI's role in social media and digital engagement, including defining these terms and reviewing the UK government's use of social media to increase engagement. It also covers the benefits and risks of social media use, as well as the role of policy, guidance, and standards.
DH digital communication strategy 2011 Stephen Hale
This document outlines the Department of Health's digital communication strategy for 2011. It aims to establish digital as the default channel for communication and use tools like social media to listen, engage, and broadcast messages more effectively. The strategy focuses on enhancing platforms and tools, prioritizing key campaigns and content on issues like health transition, and building internal digital capacity through training and communities. The overall goal is to integrate digital communication throughout the policy process and better deliver the Department's objectives online.
Digitalisation of finance activities: Challenges and opportunities - Edwin L...OECD Governance
This presentation was made by Edwin Lau, OECD, at the 40th Annual Meeting of OECD Senior Budget Officials (SBO) held in Tallinn, Estonia, on 5-6 June 2019
Public Sector Innovation for Sustainable Development and Citizen-centric Gove...OECD Governance
Presentation by Edwin Lau at the EROPA Conference, Seoul, South Korea on 12 September 2017. This presentation was made at the launch of the OECD report "Skills for a High Performing Civil Service". For more information see: oe.cd/HRM-Skills
ISS 2020 Vision: Future of Public Sector Outsourcingjs9229a
The ISS 2020 Vision: Future of Public Sector Outsourcing report builds upon and extends the scope of the two previous ISS 2020 Vision studies: Scenarios for the Future of the Global Facility Management Industry (2011), and New ways of Working: The Workplace of the Future (NWOW) (2013). The two previous reports identified and examined how societies prioritize technological solutions and environmental sustainability – including the reduction of greenhouse gas emissions, resource-efficiency, and eco-toxicity of products and services – to develop new services.
Nesta is a UK-based global innovation foundation that aims to help individuals, organizations, and governments make more informed decisions about skills and jobs. It does this through three approaches: Open Jobs Data, which uses data and machine learning to provide labor market insights; Open Jobs Pilots, which partners with stakeholders on data-driven solutions; and Open Jobs Policy, which advocates for more open data-informed policies. Nesta was established in 1998 and has over 200 staff working on challenges like an aging population, public services, and changing job markets.
This document is the winter 2015 issue of a Socitm publication. It includes the following articles:
1) An article previewing Socitm's upcoming Spring Conference, focusing on a debate around how far councils can share IT networks, applications, and systems before losing local autonomy.
2) A letter from Socitm President Nick Roberts reflecting on the past year and looking ahead to initiatives in 2015, including a Socitm Technology Board and an open systems alliance.
3) A news section covering various topics, including an update from Nick Roberts on a member survey and board strategy review conducted in late 2014.
Skills for a High Performing Civil Service - OECD, Daniel GersonOECD Governance
This document discusses the skills needed for a high-performing civil service. It notes that civil services now face increasingly complex, interdependent problems in pluralistic societies, requiring new tools and skills. Civil servants need professional expertise, strategic skills like foresight and evidence-based problem-solving, and innovation skills to redesign governance tools. Key skills areas for public sector innovation include iteration, data literacy, user-centered design, curiosity, storytelling, and challenging the status quo. The document outlines developing, attracting, and utilizing talent and concludes that civil services need professionals, strategic thinkers, and innovators guided by transformational leadership.
Care in the digital age unlocking the futureShirley Ayres
The document describes various services offered by an organization to help other organizations take advantage of digital technologies to transform health, housing, and social care. The services include educational events like "Care in the Digital Age" which showcase digital tools, and workshops on using digital engagement and social media. They also offer consultations to provide an outside perspective and critical review of organizations' strategies and initiatives. The organization is made up of practitioners experienced in fields like branding, marketing, and digital communications.
Presenting Our Strategy for 2030 PRS Advocacy an initiative of Worlds Leading Media Conglomerate Group of Companies www.prsinternationalgroup.com
www.governmentadvocacies.com #prs #strategy #2030 #world #advocacy
This document discusses the UK Department for Communities and Local Government's (DCLG) efforts around open policy making (OPM) regarding an aging society and digital inclusion. Key points:
1) DCLG was already engaged in some OPM initiatives like public consultation and evidence reviews. The Government Digital Service (GDS) and Government Office for Science prompted more focus on aging issues.
2) A major challenge is the high level of digital exclusion among older citizens and ensuring technology supports independent living. Opportunities include UK research and innovative digital solutions.
3) DCLG is convening practitioners and researchers to identify gaps between research findings and real-world applications to help shape policy and service design
Digital government strategies for welfare areas - Barbara Ubaldi, OECDOECD Governance
This presentation was made by Barbara Ubaldi, OECD, at the 4th meeting of the Joint DELSA/GOV-SBO Network on Fiscal Sustainability of Health Systems, held in Paris on 16-17 February 2015.
Regaining Trust - Communication and Open Transparent Government in Portugal 2018Pedro Tavares
Presentation at the 57th session of the Public Governance Comittee - “Towards Open Transparent and Inclusive Government”, Paris 11th April 2018.
The Portuguese Strategy, namely from Ministry of Justice, to create a more transparent and inclusive government using digital transformation and a Marketing Communications strategy.
In the thick of it - why information professionals should be at the heart of ...Lesley Thomson
This document discusses the role of information professionals in government digital engagement activities. It argues that information professionals possess many of the core skills needed for digital engagement, such as communication, influencing, understanding business needs, and stakeholder management. The document outlines a skills profile for digital engagement and maps skills from the UK Government Knowledge and Information Management framework to common digital engagement tasks like devising strategies, developing skills, deploying tools, facilitating discussion, and creating content. It suggests that information professionals are well-positioned to be at the heart of government digital engagement efforts.
The CIPR Manifesto aims to provoke an open and informed debate ahead of the 2015 UK General Election. The document focuses on seven issues and challenges for the next UK government to address:
- lobbying
- the future of corporate governance
- independent practitioners and future skills needs
- the gender pay gap
- data protection
- internet governance
- broadband
The document discusses the UK government's efforts to take an open policy making (OPM) approach to issues around an aging society and digital inclusion. It summarizes initiatives already underway across different departments and outlines plans to better connect policymakers, practitioners, researchers and older communities. Key plans include a joint workshop to crowd-source ideas and feedback to inform major reviews on options for an aging society. The goal is to harness input from diverse "grey cells" or thinkers to map solutions and inject new thinking around these complex, "wicked" issues.
Innovation in Government Conference Feb 28th Policy Lab
The Policy Lab presentation at Innovation in Government 2019 conference. How innovation and intrapreneurship works in large organisations and how a citizen's perspective can bring new insights.
How can public sector innovation help to meet global challenges?Policy Lab
This document summarizes a presentation by Dr. Andrea Siodmok on how public sector innovation can help address global challenges. It discusses various roles governments can take to support innovation, including being a leader, regulator, funder, provider, steward, and customer. It also outlines styles of government intervention on a spectrum from low-level to large-scale. Additionally, the presentation explores conceptualizing future scenarios, shifting services online, and the role of experimentation and a challenge ecosystem in driving public sector innovation.
The document discusses smart shipping and maritime autonomy. It provides evidence from various sources about the development of autonomous ships and vessels. Some key points include that autonomous ships are predicted to become more common by 2030-2035, starting with local and coastal applications, and that they may significantly impact jobs in the maritime sector while creating new jobs in land-based operation centers. Concerns are raised about the effects on seafarers' employment.
The document outlines the structure and relationships between different parts of the UK government. It shows that citizens elect members of parliament, who then select a prime minister. The prime minister appoints ministers and forms a government. The government is made up of ministers and the civil service. The civil service delivers policy and services. Other public bodies and levels of government also have roles.
Homelessness Prevention Project and PrototypesPolicy Lab
The document outlines research and ideas from a project aimed at understanding and preventing homelessness. Key findings from the research include identifying personal risk factors for homelessness such as coping strategies and support networks. Ethnography revealed opportunities to intervene earlier through flexible frontline workers. Data analysis identified childhood risk factors that predict homelessness. Prototypes were developed and tested, including a self-referral helpline, personalized housing and wellbeing plans, and typologies to help identify those at risk. Feedback supported a strengthened focus on prevention through early identification, strength-based assessments, and addressing both housing and wider needs through improved coordination of services. However, larger structural issues also need to be addressed.
Measuring the impact of design: the pitfalls and potential - a view from Poli...Policy Lab
From Service Design Network Conference, June 2016
How does design contribute to growth and prosperity? Drawing on experience of over fifteen years of measuring the impact of design for government, this talk looks at the pitfalls and potential for successfully demonstrating design’s value to the wider world. From design in healthcare to designing employment support services, project by project it explores practical ways that design has needed to deploy increasingly rigorous ways to measure its impact. Using a range of recent examples where the Lab has successfully blended design tools with data science to build robust evidence for decision-makers. It contains the latest insights on productivity and efficiency.
It also shows how the Policy Lab has been using speculative design and critical design techniques to develop prototypes for new policies. Reflecting on how design thinking can be used as a process to aid decision-making combining lean analytics, user insights and real time prototypes.
Finally it asks how design can be used as a powerful tool for moving from predictive analytics towards prescriptive analytics.
The document contains a series of hypothetical scenario cards intended to open minds and push boundaries by posing questions about alternative solutions if current resources, regulations, or timelines were different, such as what would happen if the opposite approach was taken, people were the only resource, or legislation was not allowed. The cards are a work in progress from the summer of 2015.
Detailed guide to working with and commissioning Policy LabPolicy Lab
The document provides an overview of Policy Lab, which brings new approaches like data science and user-centered design to government policymaking. It summarizes the key activities of Policy Lab, including:
1) Working with policy teams on projects to identify user insights, new ideas, and opportunities to test policies.
2) Providing different levels of support ranging from short workshops ("Lab Light") to longer term projects.
3) Having completed several projects so far to test innovative techniques, with over 1,200 civil servants gaining new skills as a result.
Quick guide to working with and commissioning lab external presPolicy Lab
The document provides an overview of the UK Policy Lab, which brings new approaches like data science and design thinking to government policymaking. It works with policymakers on projects to help test ideas and engage the public and experts. Projects range from short sprints to year-long work on complex issues across departments. The Lab team supports this work through tools like ethnography, prototyping, and evaluating options. Their goal is to deliver better policy outcomes at lower cost.
This document discusses speculative design and how it could be used in government. It provides examples of speculative design projects that envision possible futures. It also outlines some of the techniques used in speculative design, such as rapid prototyping, design ethnography, and data visualization. While speculative design requires envisioning possible rather than probable futures, it can help understand the present and discuss the kinds of futures people want. For government to use speculative design, it would need to ground possibilities in evidence, manage expectations that these are not predictions, and allow time for imagination and following ideas to their conclusions.
This document discusses prototyping in government. It introduces Policy Lab as a space where government policy teams can develop skills to make policy in a more open, digital, and user-centered way. Various techniques for prototyping are mentioned, such as workshops, roadmapping, co-design challenges, and modeling. Examples of past prototypes developed include ones related to the Food Standards Agency, policing, and improving general practitioner services. The document promotes further exploring session ideas and provides links to learn more about Policy Lab UK.
Workshop 15 what works initiative laura bayntonPolicy Lab
This document discusses the importance of evidence-based policymaking and having high quality evidence to show which approaches are cost-effective at achieving desired outcomes. It outlines the UK government's vision of directing more public spending towards programs that are known to work. Key aspects include creating independent What Works institutions, building capability around evidence-based policy across government, and launching a network of What Works Centers to address evidence barriers. Examples are given of the Evidence for Education and Early Intervention Foundation's program evaluation toolkit and how randomized controlled trials of social programs have shown weak or no positive effects for many initiatives.
Workshop 17 adam maddison and roslyn vaughanPolicy Lab
This document discusses agile principles and how they can be applied to policy making. It defines agile as favoring individuals, collaboration, and responding to change over processes, documentation, contracts, and sticking to plans. Common misconceptions about agile are that it means projects are delivered sooner, there is no planning, and it is chaotic with little discipline. The document advocates for applying agile principles like iterative delivery, multidisciplinary teams, and open communication used in GDS to the stages of policy making. An example of assisting digital is provided.
This document discusses social action and platforms that facilitate social exchange. It notes that social action involves volunteering, community action, and everyday acts of helping others. It discusses challenges like an aging population and rising expectations of public services. The Center for Social Action aims to test interventions that complement public services by harnessing resources outside the state. Examples of platforms it has helped create include those connecting online volunteers, facilitating in-person exchange, catalyzing social movements, and enabling impact volunteering within public services. The conclusion reflects that while government platforms are important, more emphasis needs to be placed on supporting platforms outside government to better leverage resources and capabilities.
The workshop aimed to demonstrate how embedding agile methodologies and coaches can benefit policy teams. Attendees would participate in interactive exercises using agile techniques to address user needs. They would experience first-hand how agile principles of iterative development and prioritizing user research could apply to policy work. The Ministry of Justice team hoped to show how their experiments trialling agile approaches yielded benefits like increased focus on delivery and empowerment of teams.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
AHMR is an interdisciplinary peer-reviewed online journal created to encourage and facilitate the study of all aspects (socio-economic, political, legislative and developmental) of Human Mobility in Africa. Through the publication of original research, policy discussions and evidence research papers AHMR provides a comprehensive forum devoted exclusively to the analysis of contemporaneous trends, migration patterns and some of the most important migration-related issues.
United Nations World Oceans Day 2024; June 8th " Awaken new dephts".Christina Parmionova
The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
This report explores the significance of border towns and spaces for strengthening responses to young people on the move. In particular it explores the linkages of young people to local service centres with the aim of further developing service, protection, and support strategies for migrant children in border areas across the region. The report is based on a small-scale fieldwork study in the border towns of Chipata and Katete in Zambia conducted in July 2023. Border towns and spaces provide a rich source of information about issues related to the informal or irregular movement of young people across borders, including smuggling and trafficking. They can help build a picture of the nature and scope of the type of movement young migrants undertake and also the forms of protection available to them. Border towns and spaces also provide a lens through which we can better understand the vulnerabilities of young people on the move and, critically, the strategies they use to navigate challenges and access support.
The findings in this report highlight some of the key factors shaping the experiences and vulnerabilities of young people on the move – particularly their proximity to border spaces and how this affects the risks that they face. The report describes strategies that young people on the move employ to remain below the radar of visibility to state and non-state actors due to fear of arrest, detention, and deportation while also trying to keep themselves safe and access support in border towns. These strategies of (in)visibility provide a way to protect themselves yet at the same time also heighten some of the risks young people face as their vulnerabilities are not always recognised by those who could offer support.
In this report we show that the realities and challenges of life and migration in this region and in Zambia need to be better understood for support to be strengthened and tuned to meet the specific needs of young people on the move. This includes understanding the role of state and non-state stakeholders, the impact of laws and policies and, critically, the experiences of the young people themselves. We provide recommendations for immediate action, recommendations for programming to support young people on the move in the two towns that would reduce risk for young people in this area, and recommendations for longer term policy advocacy.
Contributi dei parlamentari del PD - Contributi L. 3/2019Partito democratico
DI SEGUITO SONO PUBBLICATI, AI SENSI DELL'ART. 11 DELLA LEGGE N. 3/2019, GLI IMPORTI RICEVUTI DALL'ENTRATA IN VIGORE DELLA SUDDETTA NORMA (31/01/2019) E FINO AL MESE SOLARE ANTECEDENTE QUELLO DELLA PUBBLICAZIONE SUL PRESENTE SITO
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
4. Who are we?
We are a creative space based at the
Cabinet Office where policy teams
across Government can trial and test
new ways of working.
Through live projects we support
policy teams work with a range of
experts to build the skills and
knowledge they need to develop
policy in a more open, data-driven,
digital and user-centred way.
5. Who are we?
We were set up in 2014 as part of the
Civil Service Reform plan. Since then,
we have worked with over 5,000 civil
servants on over 20 major policies.
Our multi-award winning projects,
bespoke training and online materials
have increased the awareness of
cutting edge policy tools and
techniques across government.
Follow us @PolicyLabUK
6. Who are we?
We are a small team of policy-makers,
departmental secondees and subject
experts including: Dr Andrea Siodmok,
Beatrice Andrews, Kyna Gourley,
Pauline Carnet, Owen Wilkie, Rupert
Cryer, Vasant Chari, Naeema Malik,
Sanjan Sabherwal and Jasmine
Robinson. We work closely with the
Future Policy Network (pictured)
including GDS, Behavioural Insights
Team, GO Science and ONS.
Email us policylab@cabinetoffice.gov.uk
7. Who are we?
Data, design & data industry
experts
Departments
Secondees and alumni
Projects:
Home Office & Surrey and
Sussex Police; MoJ; HMRC &
DWP; DH & DWP; DfE; DFID;
DCLG; BEIS and DfT.
Lab sprints:
GO Science, DWP, NHS
England, MOJ, DEFRA, Civil
Service Learning, UKTI, BEIS
and Departmental Policy
Schools.
Uscreates, Innovation Unit,
LiveWork, Studio INTO, Nonon,
CurrentWorks, Made Open,
FutureGov, Involve, Superflux,
Strange Telemetry, Data Design
and So Mo.
Andy Kepster, Cat Drew, Teresa
Leitao, Helen Smith, Valentina
Lopez, Iban Benzal, Holly
McConnell, Professor Lucy
Kimbell and Laurence Grinyer.
8. Some of our projects
How can we
support people to
manage their
health conditions
& stay in work?
How can we
support victims of
crime in a digital
world?
How can we meet
the challenges of
an ageing
society?
How can we
prevent and help
people exit
homelessness?
How can we
improve the
experience of
tenants and
landlords?
How can we
create a vision for
the future of rail
with passengers
at its heart?
How can we
encourage
businesses to
provide better
childcare
solutions?
How can we
achieve £1trillion
exports by 2020?
How can we
increase the take-
up of free
childcare for 2
year olds?
How can we
encourage young
people to value
their National
Insurance Nos?
How can we
persuade people
to use mediation
services when
they separate?
How can we
prevent
absenteeism in
schools?
9. Department
for Transport
(DfT)
Department
for Business,
Energy and
Industrial
Strategy
(BEIS)
Department
for Education
(DfE)
Department
for Work and
Pensions
(DWP)
Ministry of
Justice
(MOJ)
Foreign and
Commonwealth
Office (FCO)
Department
for Exiting the
EU (DExEU)
Department
for
International
Development
(DFID)
Department for
Environment
and Rural
Affairs
(DEFRA)
Cabinet
Office
(CO)
70Whitehall
Ministry of
Defence
(MOD)
Department
of Health
(DH)
HM Treasury
(HMT)
Department
of Culture
Media and
Sport
(DCMS)
HM Revenue
and Customs
(HMRC)
Department
for
Communities
and Local
Government
(CLG)
Policy
Lab
Home Office
(HO)
10. Success
As a result of collaboration and new insights
our policy projects deliver better outcomes at
lower cost.
Our projects are being scaled and achieving
savings. The Police Digitisation project is
being rolled out across England & Wales,
saving £3.7m.
We have also reached many more through the
open policy-making toolkit, Policy Lab blog and
slideshare which altogether have had over
50,000 views.
13. Why design?
Design can:
• Save money. Understanding user
needs focuses our efforts on what
people need (not what they don’t);
prototyping spots errors early.
• Generate transformative ideas.
Reframing questions allow new ideas,
and creative techniques generate fresh
thinking.
• Create people-centred services.
User-centred design spends time with
real people understanding their needs
and designing services with them.
• Tackle complex problems. Design
works best on problems which require
action from multiple different people.
14. Why data?
Data science uses powerful computer
techniques to analyse traditional data sets
(like administration data or surveys) as
well as new ones (such as social media
data or digital data).
Algorithms work far quicker than humans,
meaning we can analyse huge amounts of
data quickly and find unexpected patterns
and insights
15. Why digital?
Digital technologies can help us reach out
to far more people to understand their
views and crowdsource ideas.
It can also provide much more efficient,
accessible and tailored services online.
Finally, providing digital services can
create digital data, which allows us to
understand how people are using them so
we can continue to improve them.
16. Purposeful Innovation
We help policy-makers to innovate. Our
goal is to deliver purposeful innovation.
Through a practical approach we help
teams identify new solutions that deliver
four key qualities (RISE):
• Responsive to the needs of citizen’s and
government.
• Inclusive and open in our approach and
outcomes.
• Systemic in our ambition, embracing
complexity and opportunities for collaboration.
• Effective in delivering significant measurable
impact and learning for the future.
17. We sit on the edge
We experiment with
new approaches here.
If they prove to be
valuable we bring them
into Government and
support their more
widespread use in
departments.
18. We open up policy-making
Transparency of information
Input of knowledge & experience
PublicClosed
Government
Expertise
Shared Expertise
Engagement in process
ParticipateInform
Accountability for outcomes
Government
responsibility
Shared
responsibility
19. We bring people together
Creating new forms of governance and system
stewardship to tackle complex intractable challenges
20. Additive Manufacturing
Quantum Computing
Maker Movement
Connected Home
Cyber Security
Internet of Things
(IOT)
Smart Cities
New Materials
Automation
Data
Democratisation
Artificial
Intelligence
Genomics
Precision
Medicine
Low carbon
economy
Nano technology
Augmented Reality
Flexible Manufacturing
Drones
Co-working spaces
Networked
Literacy
Virtual Reality
Data Science
Sensing Planet
Wearables
Consolidation
and Aggregation
Flexible working
Platform
Revolution
Citizens
Smart
Machines
Smart
Systems
Smart
Materials
Smart
Spaces
Data
Revolution
Machine Learning
Personal analytics
Commerce
in the
Cloud
Smart
Robots
Synthetic Biology
Agri-tech
Body Sensors
Smart Energy
Grids
P2P assets
Big Data
Bitcoin
We are future focused
Distributed Ledger
Technology (DLT)
Some of the emerging technologies
that could shape future services.
21. How can we make
it happen?
What happened?
Why did it
happen?
What will
happen?
We are evidence based
Prescriptive
Analytics
Descriptive
Analytics
Diagnostic
Analytics
Predictive
Analytics
Policy analytics ladder
Hindsight
The ability to understand
something only after it
has happened or
developed.
Insight
The capacity to
acquire an accurate
and deep
understanding of
something.
Foresight
The ability to predict
what will be needed
or what might
happen in the future.
Outsight
The capacity to
create an overview of
something beyond
the bounds of the
present combining
various external data.
What is
happening?
Investigative
Analytics
Oversight
The means to assess
something through
indicators, checks
and balances and
standard setting data.
Increasing volatility, uncertainty, complexity and ambiguity
Adapted from Gartner
22. We focus on impact
Service Design
Service re-design & alternative
delivery mechanisms
There is no efficiency ‘silver bullet.’ There are many levers
that need to be pulled to improve efficiency.
Organisational Design
Talent, Culture and Workforce
Services Systems
Markets & Competition
Technology, Data & Targeting
Markets
Front-line service
integration
Empowering users: Co-
production & co-design
Prevention / early
intervention
Reconfiguring services
Workforce capability &
leadership
Shared services
Sharing best practice
Organisational structures
Cost benchmarking
Intelligent outsourcing
New entry competition/
market creation
Strengthened incentives
Effective use of ICT
Channel shift
Effective use of data
Technological advances
Digital & Data design
Technology, Data & Targeting
Platforms
Hard budget constraints, pay controls and spending flexibility
23. Policy dynamics
The institutions of polity
The art of politics
The craft of policy
The science of management
The pragmatics of delivery
24. Styles of Govt intervention
Providing and commissioning services
Laws
Regulation
Funding, taxes, tariffs and subsidies
Procurement, purchasing and buying powers
Leading, influencing and informing
Stewardship
Large scale
intervention
Low level
intervention
25. Leader
Regulator
Funder
Provider
Steward
Customer
Legislator
Framing, piloting and
market forming
Acting in mature markets
and policy ecosystemsEarly stage intervention
Scaling, mainstreaming
and market building
Strategy and skills planning
Prepare for changing workforce
demands and consequences of
change.
Fiscal incentives
Direct finance to stimulate new
thinking that can drive future
opportunities.
Governance
Ensure regulation supports the
conditions for change and delivers
the policy intent.
Reformer
Establish legitimacy, harnessing
political will for change.
Educating and informing
Ensure regulation is sufficiently
agile and permissive to enable
innovation.
Grants and subsidies
Incentivise behaviour change
through grants or other incentives
Building regulatory
environment
Ensure regulation enables the
intended policy outcomes.
Service provider
Provide services directly or
indirectly through funding and
target setting.
Agenda setting
Build awareness and confidence in
new opportunities by providing
thought leadership
Innovator
Create test beds, sandboxes and
trials in real world settings.
Encourage voluntary codes
Self-regulation, without
legislating, allowing for greater
flexibility.
Early adopter
Explore, experiment and trial new
opportunities with strategic value.
Collaborating
Providing platforms for citizens to
protect vested rights and
interests.
Platform provision
Scale up proven ideas through
existing infrastructure and public
services.
Compliance
Support enforcement and
harmonise regulatory compliance
environment.
Choice architect
‘Nudging’ behaviour so that the
default is both attractive and easy.
Convening power
Applying government’s convening
power to draw together expertise.
Connecting networks
Fostering a nexus where
government, experts and citizens
can co-create change.
Champion
Build a case for change and
alliances for action.
Co-producing
Co-deliver by steering different
actors from across the system to
deliver outcomes.
Standard setting
Develop standards for data
collection and presentation.
Intelligent customer
Utilise public procurement to
encourage investment and
innovation.
Catalyst
Review, identify and prioritise key
opportunities with strategic value.
Consumer, and supply-chain,
protection
Protection of consumer rights and
upholding of standards.
White papers &
draft bills
Publish proposals for consultation
and pre-legislative scrutiny.
Primary and Secondary Law
Support a bill through parliament
and enact legislation
Green papers
Publish proposals for discussion
with stakeholders and the public.
Amend rules
Statutory Instruments: rules,
orders, created by delegated
authorities (e.g. Secretary of
State).
Styles of government intervention*
* Examples of different formal and informal powers and levers for government policy-makers
Government as a...
28. Diagnose
Policy Justification and framing
the challenge. Developing and
analysing the existing
evidence base.
Design
Establishing the policy
theory of change,
impact measures and
constraints
Develop
Generate and
appraise options
against design intent
Deliver
Prototyping
options, refining
measures and
planning
implementation
PURPOSE
Goals
29. How do we work?
Diagnose
Establish scope
& reframe
questions
Test and
refine shared ideas
and proposals
DeliverDesign
Generate insight
through big data
and user insight
Be open and collaborative
Generate fresh
ideas
Develop
30. Three levels of impact
New skills,
knowledge
& Tools
New
Solutions
Inspiring
Projects
Improved
Performance
Innovative
Policy
New
Thinking
1. Delivering new policy
solutions through inspiring
practical projects
2. Building the skills and
knowledge of the policy
profession and civil service
3. Inspiring new thinking and
innovations in policy through
our experiments and writing.
31. 4 areas of work
Lab
Light
Lab
Experiments
Lab
Sprints
Lab
Demonstrators
Support for up to a
year to enable policy
teams to work in
new ways.
Wrap-around support
over a short intensive
period of time to
accelerate a project.
Short introductions to
using Lab tools and
techniques.
One-off trials of new
and emergent
techniques.
• Policy schools
• Awaydays
• Mental Health Social Impact Bond
(scoping workshop with stakeholders)
• Export Jam (idea generation with 200
businesses)
• Health & social care data (prototyping)
• Supporting victims of crime digitally
• Supporting people to manage their
health conditions at work
• Preventing homelessness
• Increasing uptake of free childcare for
2 year olds
• Supporting parents to stay in co-
parenting relationships
• Speculative design to explore the Future
of Rail and Ageing society
• Data visualisation of complex evidence
32. How do we work?
Diagnose DeliverDesign
Lab Light
Develop
Full demonstration projects
Lab sprints Lab sprints
Lab experiments Lab experiments Lab experiments Lab experiments
Lab sprints
34. Our tools & techniques
Diagnose DeliverDiscover Develop
Policy canvas
Hopes & fears cards
Challenge setting
5 whys
Data discovery cards
Personas
User segmentation
User journeys
Desk research
Interviews
Data science
Evidence safari
Film ethnography
Service safaris
Crowdsourcing
Ideation sheets
Future speculations
Change cards
Role cards
Service blueprints
Desktop prototyping
Experience prototyping
Design ethnography
User journeys
Evidence safari
Ideas days or ‘jams’
Speculative design
Idea sketch sheets
‘Backstage’ policy levers
35. Our tools & techniques
SpecialistBasic
(or Lab in a day!)
Intermediate
User-insight
Data
Digital
Diagnosis
Idea
generation
Personas
User journeys
Service safaris
Photo-based interviews
Design ethnography
Film ethnography
Data discovery cards
Google trends
visual.ons.gov.uk
Online data visualisation tools,
e.g. RAW, Dataseed
Machine learning, predictive
modeling,
clustering/segmentation
Reading twitter/online fora
Posing questions on online
fora
Online questionnaires e.g.
Survey monkey
Online crowdsourcing
platforms
Online engagement tools
A/B testing
Ask ‘why?’ five times to get to
the root cause
Challenge setting
Hopes & fears cards
Policy canvas
Metric sheet
Evidence safari
Change cards
Brainstorming
Idea sketch sheets
Speculative designPolicy Jams or ideas days
What if…
Policy blueprints
Policy intervention cards
36. Hopes & fears cards
We use images at the
beginning of a project to get
people using a different side of
their brain, and to pick ones
that visually represent a hope
they have for the project or a
fear. It’s a good way to
understand the motivations of
different people in the room
right from the start.
37. Challenge setting
Challenge setting is our way of
finding the right question to
answer. It takes many
iterations!! By asking why five
times, we can get to the route
causes of the issue. And by
asking ‘how can we?’ (as
opposed to ‘how can I?’ we
open up possibilities to a wider
set of ideas which require
more than one department.
38. Personas
Personas are real or
hypothetical descriptions of
people who might be
experiencing the policy or
service. They help us to
empathise with people, think
about their needs and design
policy that fits them. We use
evidence to develop them and
do a segmentation to avoid
them becoming stereotypes.
39. Personas
Personas are real or
hypothetical descriptions of
people who might be
experiencing the policy or
service. They help us to
empathise with people, think
about their needs and design
policy that fits them. We use
evidence to develop them and
do a segmentation to avoid
them becoming stereotypes.
40. Journey mapping
‘User Journeys’ are a step by
step map showing how people
interact with services.
They can identify the highs and
lows and therefore what
aspects new ideas can build on
or improve.
41. Ethnography
‘Design ethnography’ is the
study of people and behaviours
from their point of view.
Building insight and ideas by
shadowing users or spending
time with them and discussing
their lived experience in real
life contexts. Films and photos
can be extremely powerful in
creating empathy and
generating ideas.
42. Data science
Through data science we can
identify new knowledge,
patterns and insights gained
from large volumes of data. We
can use new forms of real-time,
digital data. Data visualisations
like this Sankey diagram
allows non-analysts to spot
patterns and trends. And
powerful clustering techniques
can segment groups far faster
than any human can.
43. Evidence safari
An evidence safari is a
technique we use to get groups
of people to explore large
amounts of data quickly, spot
gaps and build insight from
which to generate ideas. Here,
we are using evidence in the
form of charts and graphs,
but also humanised into
persona stories that people can
relate to.
44. Idea sketch sheets
We use creative methods to
help people come up with new
ideas. Sketching can help share
germs of ideas during co-
design sessions with
stakeholders.
45. Open ideas days
Policy Jams and open ideas
days help engage wider
stakeholders with policy areas
and co-develop ideas. They
often start by exploring
evidence or asking
stakeholders to share their
experiences, and then generate
ideas as a result.
46. Speculative design
Speculative design imagines
possible (rather than probably
or predictable) futures and
then creates an object or image
from them. This tangible
‘thing’ allows to engage the
public in a debate about
whether we not we want that
type of future, and what we
would need to do to get there
(or avoid it). Research before
situations exist.
47. Service blueprints
‘Service blueprints’ and ‘Value
maps’ can help show the
relationship between different
parts of the system now and in
the future. We have adapted
these for Government so they
map out how a user
experiences a policy, as well as
the specifically Government
functions (legislation,
regulation, funding) make this
happen.
48. Service blueprints
‘Service blueprints’ and ‘Value
maps’ can help show the
relationship between different
parts of the system now and in
the future. We have adapted
these for Government so they
map out how a user
experiences a policy, as well as
the specifically Government
functions (legislation,
regulation, funding) make this
happen.
49. Prototyping
An early model or mock-up
built to test a concept, so it can
be replicated or learned from.
Prototypes help quickly build
a service or policy idea to test
assumptions. These can be
made out of paper (like this
online crime reporting tool) or
tried out in real situations.
51. Commissioning Lab
We are always open to enquiries for new
projects. We offer a quick overview of
Policy Lab and an opportunity to work up a
project idea in an introductory workshop for
policy teams who may be interested in
running a lab project.
For more information contact:
policylab@cabinetoffice.gov.uk
Or read our guide to commissioning Policy
Lab.
52. Further information
We blog all the time here
And we put all of our tools on the Open
Policy Making toolkit here
53. Check out our latest videos from Lab:
Cat Drew shares her insights on design
and data in her TEDx talk .
Head of Lab, Andrea Siodmok speaks at
the RSA about the role of design thinking
in Government.
Further information
54. International visits
and visitors
Senior Whitehall Group
Presentation by Geoff Mulgan I-
teams report (pictured).
International workshops and
speeches:
Global Lab Leaders (Toronto,
Marseille)
Keynote speeches (Sweden,
Australia, New Zealand)
OECD change (Paris)
SEE (Brussels)
Visitors:
Australia, Canada, Estonia, Israel,
New Zealand, UAE, US, China and
Japan.
55. Further information
We know this is a long powerpoint but if
you are still interested in finding out more
here is some more in depth reading:
Our former research fellow Lucy Kimbell
produced this booklet called Discovering
Policy Lab.
The RSA Journal article on Policy Lab
called ‘Designer Policies’