Igpm innovation in hard times cy


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My take on Innovation in Public Sector in Age of Austerity to Warwick Business School

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Igpm innovation in hard times cy

  1. 1. Innovation in Hard Times<br />Dr Chris Yapp<br />Chris_yapp@hotmail.co.uk<br />
  2. 2. Themes<br />What is innovation?<br />Where are we now?<br />Key ideas<br />Leadership<br />Policy Innovation<br />
  3. 3. 05/10/2011<br />2<br />Innovation =new<br />Miranda<br />“Brave new world that has such people in it”<br />Prospero<br />“’Tis new to thee”<br /><ul><li>The Tempest: W Shakespeare</li></li></ul><li>Charles Handy on Change..<br />05/10/2011<br />3<br />Performance<br />B<br />E<br />A<br />C<br />D<br />Time<br />
  4. 4. Key role of Innovation<br />05/10/2011<br />4<br />Invention<br />Innovation<br />Diffusion<br />Necessity is the Mother of Invention<br />
  5. 5. 05/10/2011<br />5<br />Innovation<br />Generating value from ideas<br />The intersection of invention with insight<br />A Process of Social Change<br />
  6. 6. Wikipedia’s list of Innovation Types<br />Business Model<br />Marketing<br />Organisational<br />Process<br />Product<br />Service<br />Supply Chain<br />Substantial<br />Financial<br />Incremental<br />Breakthrough, disruptive or radical <br />New technological systems (systemic ) <br />Social<br />05/10/2011<br />6<br />
  7. 7. 05/10/2011<br />7<br />Rules for Stifling Innovation<br />Regard any new idea with suspicion - because it's new, and because it's from below. <br />Insist that people who need your approval to act first go through several other layers of management to get their signatures. <br />Ask departments or individuals to challenge or criticise each other's proposals. (That saves you the trouble of deciding - you just pick the survivor.) <br />Express your criticisms freely, and withhold your praise. (That keeps people on their toes.) Let them know they can be fired at any time. <br />Treat identification of problems as signs of failure, to discourage people from letting you know when something in their area isn't working. <br />
  8. 8. 05/10/2011<br />8<br />Stifling Innovation…<br />Control everything, carefully. Make sure that people count everything that can be counted, frequently. <br />Make decisions to reorganize or change policies in secret, and spring them on people unexpectedly. (That also keeps people on their toes.) <br />Make sure that requests for information are fully justified, and make sure that it is not given out to managers freely. (You don't want data to fall into the wrong hands.) <br />Assign to lower-level managers, in the name of delegation and participation, responsibility for figuring out how to cut back, lay off, move people around, or otherwise implement threatening decisions that you have made. And get them to do it quickly. <br />And above all, never forget that you, the higher-ups, already know everything important about this <br />Rosabeth Moss Kanter; Change Masters<br />
  9. 9. The Public Sector doesn’t innovate because....<br />It can’t go out of business<br />Exceptionalism<br />It’s a monopoly or pseudo-competition<br />Lack of competition<br />Lack of skills..<br />Regulation<br />Targets<br />Politics<br />Leadership<br />Culture<br />Trade Unions.......YAWN<br />05/10/2011<br />9<br />
  10. 10. Great Ormond Street<br />05/10/2011<br />10<br />
  11. 11. Dimensions of the Current Challenge<br />05/10/2011<br />11<br />structural<br />Economic<br />Change<br />Market Step Change<br />Niche Portfolio<br />Reactive<br />Proactive<br />Strategic<br /> Response<br />Sitting Tight<br />Mopping up<br />cyclical<br />
  12. 12. Dynamics of the Current Challenge<br />05/10/2011<br />12<br />New Entrant<br />structural<br />Economic<br />Change<br />Market Step Change<br />Niche Portfolio<br />Reactive<br />Proactive<br />Strategic<br /> Response<br />Sitting Tight<br />Mopping up<br />cyclical<br />
  13. 13. Innovation is not equal to technology<br />The Solar-Powered<br />Sun Lamp<br />05/10/2011<br />13<br />
  14. 14. 05/10/2011<br />14<br />Problem Types<br />Do we know where<br />We are going?<br />YES<br /> Best practice<br />Scaling practice<br />TASK:<br />Operational<br />Management<br />TASK:<br />Process<br />Development<br />NO<br />YES<br />Do we know<br />How to get<br />There?<br />TASK:<br />Direction<br />Setting<br />TASK:<br />Concept<br />Creation<br />Next practice<br />Emerging practice<br />NO<br />After Eddie Obeng<br />
  15. 15. Whose problem?<br />05/10/2011<br />15<br />High<br />Political<br />System<br />Think<br />Tank<br />Complexity<br />Consultant<br />Wisdom of<br />The Crowds<br />Academic<br />/Expert<br />Low<br />Low<br />High<br />Uncertainty<br />
  16. 16. What value?<br />05/10/2011<br />16<br />High<br />Political<br />System<br />Think<br />Tank<br />Track record<br />Complexity<br />Ideas<br />Consultant<br />Wisdom of<br />The Crowds<br />Knowledge<br />Academic<br />/Expert<br />Low<br />Low<br />High<br />Uncertainty<br />
  17. 17. During Step Change?<br />05/10/2011<br />17<br />High<br />Political<br />System<br />Consultancy squeezed as limited track record<br />Think<br />Tank<br />Complexity<br />Consultant<br />Wisdom of<br />The Crowds<br />Academic<br />/Expert<br />Low<br />Low<br />High<br />Uncertainty<br />
  18. 18. 05/10/2011<br />18<br />Wisdom of the Crowds<br />“In the Future blind People will<br />Be able to drive cars”<br />
  19. 19. 05/10/2011<br />19<br />Results<br />Probability 0.9 with some 0.2<br />Today with Resources: 1-3 years<br />In practice: 3-10 years<br />In reality: 10-100 years<br />
  20. 20. Innovation Killers<br />Not creating a culture that supports innovation <br />Not getting buy-in and ownership from business unit managers <br />Not having a widely understood, system-wide process <br />Not allocating resources to the process <br />Not tying projects to company strategy <br />Not spending enough time and energy on the fuzzy front-end <br />Not building sufficient diversity into the process <br />Not developing criteria and metrics in advance <br />Not training and coaching innovation teams <br />Not having an idea management system <br />05/10/2011<br />20<br />Source: Joyce Wycoff<br />
  21. 21. Unlocking Innovation Potential<br />Anticipate and Exploit Early Information Through ‘Front-Loaded’ Innovation Processes <br />Experiment Frequently but Do Not Overload Your Organization. <br />Integrate New and Traditional Technologies to Unlock Performance. <br />Organize for Rapid Experimentation. <br />Fail Early and Often but Avoid ‘Mistakes’. <br />Manage Projects as Experiments.<br />05/10/2011<br />21<br />Source: Stefan Thomke , Harvard BS<br />
  22. 22. Drucker: Innovation and Entrepreneurship<br />Incongruities<br />The Unexpected<br />Demographics<br />Process need<br />Industry and Market Structures<br />Changes in Perception<br />New Knowledge<br />05/10/2011<br />22<br />
  23. 23. 05/10/2011<br />23<br />Deming’s 4 prongs of Transformation<br />Improvement in product or service<br />Improvement in process<br />Innovation in product or service<br />Innovation in process<br />
  24. 24. 05/10/2011<br />24<br />Sources of Innovation<br />Manufacturer Active Process<br />User Active process<br />Source: Eric Von Hippel, MIT<br />
  25. 25. 05/10/2011<br />25<br />Diffusion of Innovations<br />
  26. 26. 05/10/2011<br />26<br />Why do some Innovations take longer to diffuse?<br />Homophily<br />Heterophily<br />
  27. 27. Closed Innovation Funnel<br />05/10/2011<br />27<br />
  28. 28. Open Innovation<br />Innovating with lead users<br />Co-design, co-creation and co-delivery<br />“Open source”<br />Creative Commons<br />Battle over “digital rights”<br />05/10/2011<br />28<br />
  29. 29. Open Innovation Funnel<br />05/10/2011<br />29<br />
  30. 30. 05/10/2011<br />30<br />Organisational culture<br />Specialists and generalists<br />Personal credibility<br />Tolerance of uncertainty<br />Story telling<br />Leadership<br />
  31. 31. 05/10/2011<br />31<br />Organisational Roles in Innovation<br />Sponsor<br />Product Champion<br />Organisational Champion<br />
  32. 32. 05/10/2011<br />32<br />Public Policy Challenge<br />Speed<br />Universal<br />Access<br />Local<br />Determination<br />
  33. 33. The death of “the death of distance”<br />Smart technologies need smart people<br />Smart people thrive on other smart people<br />Smart communities thrive on diversity, openness and tolerance<br />Smart communities need infrastructure and support<br />Clusters rule!!!!<br />05/10/2011<br />33<br />
  34. 34. 05/10/2011<br />34<br />The New Renaissance<br />Information explosion<br />City state<br />Blurring of arts/humanities/science/technology<br />New concepts<br />Leading to a new enlightenment?<br />
  35. 35. Challenges for Public Sector Innovation<br />Scale<br />Inclusion<br />Complexity<br />Best Practice?<br />Social Innovation<br />Time Scales<br />Innovation Process<br />Diffusion of Innovations<br />NOT<br />It can’t go out of business<br />Exceptionalism<br />It’s a monopoly or pseudo-competition<br />Lack of competition<br />Lack of skills..<br />Regulation<br />Targets<br />Politics<br />Leadership<br />Culture<br />Trade Unions....<br />Thank You<br />05/10/2011<br />35<br />