AcceleratingInnovation in LocalGovernment:Three PerspectivesJoan Munro
Innovation definition usedInnovations are changes to services, products,organisational arrangements or democraticapproache...
Local government examplesVertical pierContactcentresAnnualmagicfestivalResidents’personalcomputer linksNew waysof avoiding...
Research objectivesAims Identify what local government leadersmight do to accelerate innovationcouncil-wide Disseminate ...
Research Interviews with 18 chief executives Three discussion groups of chief executives Development and testing of Loc...
Local Councils’ InnovationFramework
CITIZEN & SERVICE USER FOCUS Politicians’ and chiefexecs’ declaredcentral focusHowever…. Little in-depth researchon serv...
POLITICAL VISION & PRIORITIESAll agree need to: Look ahead & anticipateissues Have clear, attainable,long term ambitions...
LEADERSHIPAll agree need for: Bold, united, determined topteam, focused on achievinginnovations Leaders to communicatepr...
STRATEGIC APPROACH TOINNOVATIONAll agree: Capacity/time to implementinnovations is a major issueFew: Set aside specific ...
ORGANIZATIONAL CULTUREAll agree: Fresh ideas should beencouraged Intelligent failures shouldbe learnt fromHowever… Empl...
CROSS BOUNDARY WORKING All agree need to workacross internal silos &with other councils Politicians & chief execsmajor f...
EMPLOYEESAll agree need: Motivated, committedemployees To encourage employeesto contribute ideasHowever employees say… ...
DELIVERY Most innovativecouncils havecorporate programme& project managementapproachHowever… The biggest, mostexpensive,...
Politicians set thestrategic context forinnovationSenior & middlemanagers lead forinnovationFrontline managers &employees ...
Issues for council leadersDeciding: How and where innovation should sit inthe organisation’s overall strategy Whether to...
Resources & contact detailsLocal Councils’ Innovation Framework:http://www.city.ac.uk/centre-for-creativity-in-professiona...
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ICLCity2013 - Accelerating Innovation in Local Councils: Different Perspectives by Joan Munro

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These slides were presented at ICLCity2013 http://www.city.ac.uk/centre-for-creativity-in-professional-practice/services/icl-city-2013

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ICLCity2013 - Accelerating Innovation in Local Councils: Different Perspectives by Joan Munro

  1. 1. AcceleratingInnovation in LocalGovernment:Three PerspectivesJoan Munro
  2. 2. Innovation definition usedInnovations are changes to services, products,organisational arrangements or democraticapproaches that are both: New to the council [organisation] Deliver additional value for service users &citizens [customers & other stakeholders]The innovation continuum goes from small scaleimprovements to radical disruptive, gamechanging, breakthrough changes
  3. 3. Local government examplesVertical pierContactcentresAnnualmagicfestivalResidents’personalcomputer linksNew waysof avoidingpotholesTele-careCouncil-ownedprivatecompanyReportrubbish onmobileInter-agencyworkingSharedservicesPay onmobile Communityrun librariesCommunityvolunteersmentoringunemployedPublishdata foropenuseElected YouthCouncilOlderpeoples’mutualsupport‘circles’‘Tell UsOnce’PortabletrafficlightsSocialenterprisesPrivatesectorpartnershipsDementiafriendlycafesApp fortouristsLocalforumsBecominga bankChild-friendly cityCo-operativeCouncil
  4. 4. Research objectivesAims Identify what local government leadersmight do to accelerate innovationcouncil-wide Disseminate and promote this learning tolocal councils Further the research evidence onleadership actions that help to achieveinnovation in public services
  5. 5. Research Interviews with 18 chief executives Three discussion groups of chief executives Development and testing of Local Councils’Innovation Framework with councils 19 employee focus groups in six councils Discussion with LGA Improvement &Innovation Board Politicians’ Masterclass on innovation Interviews with ten leading politicians (so far) Planning research with middle managers
  6. 6. Local Councils’ InnovationFramework
  7. 7. CITIZEN & SERVICE USER FOCUS Politicians’ and chiefexecs’ declaredcentral focusHowever…. Little in-depth researchon service users’ lives &concerns Residents & serviceusers rarely involved indeveloping innovations Few taking action tounlock communitycapacity for innovation
  8. 8. POLITICAL VISION & PRIORITIESAll agree need to: Look ahead & anticipateissues Have clear, attainable,long term ambitions &objectives Take calculated, essentialrisksHowever…. Few clear about thepriority areas for futureinnovations
  9. 9. LEADERSHIPAll agree need for: Bold, united, determined topteam, focused on achievinginnovations Leaders to communicatepriorities & reasons forinnovation convincingly Leaders to listen to others PersistenceHowever employees stress… Communication should bedone personally Middle & frontline managersneed to pro-activelyencourage innovation
  10. 10. STRATEGIC APPROACH TOINNOVATIONAll agree: Capacity/time to implementinnovations is a major issueFew: Set aside specific resources forinnovation Recognise the need for training& expertise in innovationprocesses Protect innovation processesfrom organisational norms Right kind of technologyexpertise
  11. 11. ORGANIZATIONAL CULTUREAll agree: Fresh ideas should beencouraged Intelligent failures shouldbe learnt fromHowever… Employees say there islittle time for reflection orcreative thinking Few recognise thepotential benefits oflearning from othersectors or abroad
  12. 12. CROSS BOUNDARY WORKING All agree need to workacross internal silos &with other councils Politicians & chief execsmajor focus on externalpartnershipHowever … Employees feel needmore practical actionsto build cross-councillinks Few private sectorcontracts appear to bedelivering innovations
  13. 13. EMPLOYEESAll agree need: Motivated, committedemployees To encourage employeesto contribute ideasHowever employees say… They need to be genuinelyinvolved in innovationprocesses from the start Little or poor feedback ontheir ideas
  14. 14. DELIVERY Most innovativecouncils havecorporate programme& project managementapproachHowever… The biggest, mostexpensive, servicesappear to be achievingless innovations Few systematicallylearning from successes& failures
  15. 15. Politicians set thestrategic context forinnovationSenior & middlemanagers lead forinnovationFrontline managers &employees are engagedin key innovationsEffective innovation deliverymechanismsA StrategicApproach toInnovation inCouncils
  16. 16. Issues for council leadersDeciding: How and where innovation should sit inthe organisation’s overall strategy Whether to use the word ‘innovation’ When and where the conditions are rightfor more major, radical innovations
  17. 17. Resources & contact detailsLocal Councils’ Innovation Framework:http://www.city.ac.uk/centre-for-creativity-in-professional-practice/research/local-councils-innovation-frameworkLGA Creative Councils Community of Practice:http://tinyurl.com/councilinnovation(You will need to register for full access todocuments)Email: joan.munro@btopenworld.comTwitter: @JoanMICL

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