Stephen G. Fridakis, PhD Chief, IT Programs - UNICEF Innovative Uses of Technology in the Public Sector 24th Annual ICGFM ...
“ There’s no good just been better, you got to  be different” Charles Handy UNICEF
How is our strategy shaping our organizations today? <ul><li>Planning and Approach </li></ul><ul><ul><li>Too much focus on...
A Public sector organization that plans and operates like a private sector business
Innovation in the public sector <ul><li>Public sector innovation is about new ideas that work at creating  public value . ...
Innovative Strategic Framework
My UNICEF experience <ul><li>A “typical” UN hierarchical organizations with strong operations of rules, heavy internal sil...
Why innovation matters to UNICEF <ul><li>Innovation matters for economical reasons. The innovation performance is signific...
Innovative Examples <ul><li>Coordination of crisis across different agencies and partner organizations  (Wireless, Expert ...
Innovation is the ability to see change as an opportunity – not a threat UNICEF
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Stephen fridakis innovative uses of technology in the public sector english

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Innovative Uses of Technology in the Public Sector
Stephen Fridakis, Chief, IT Programs & Quality Assurance, UNICEF


The use of technology, innovations in use around the world, and the impact on public financial management will be the subject of this session.

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Stephen fridakis innovative uses of technology in the public sector english

  1. 1. Stephen G. Fridakis, PhD Chief, IT Programs - UNICEF Innovative Uses of Technology in the Public Sector 24th Annual ICGFM International Conference May 16-21, 2010  (Miami, Florida, USA) Public Financial Management in the Era of &quot;The New Normal&quot;
  2. 2. “ There’s no good just been better, you got to be different” Charles Handy UNICEF
  3. 3. How is our strategy shaping our organizations today? <ul><li>Planning and Approach </li></ul><ul><ul><li>Too much focus on best practices, operational effectiveness and incremental improvements in cost and quality </li></ul></ul><ul><ul><li>“ Me too” syndrome following what may have worked for someone else </li></ul></ul><ul><ul><li>Strategy is either abandoned as soon as it is approved or followed without regard to other dynamics </li></ul></ul><ul><ul><li>Operational improvements are NOT strategy </li></ul></ul><ul><li>Execution </li></ul><ul><ul><li>Strategy as incremental adaptation of last year’s plan (no search for new opportunities, differentiation, and new growth. </li></ul></ul><ul><ul><li>Planning being too formal and analytical and a purpose in itself </li></ul></ul><ul><ul><li>No creativity </li></ul></ul><ul><ul><li>The assumption of linearity of the process </li></ul></ul><ul><ul><li>Anything not invented here or performed at nauseum is not any good independent of success </li></ul></ul><ul><li>Controls </li></ul><ul><ul><li>Tools being too analytical </li></ul></ul><ul><ul><li>Focus on control </li></ul></ul><ul><ul><li>Tools were developed for a different purpose (analysis, planning and control) </li></ul></ul><ul><ul><li>Conventional tools provide a snapshot of conventional wisdom </li></ul></ul>UNICEF
  4. 4. A Public sector organization that plans and operates like a private sector business
  5. 5. Innovation in the public sector <ul><li>Public sector innovation is about new ideas that work at creating public value . The ideas have to be at least in part new (rather than improvements); they have to be taken up (rather than just being good ideas); and they have to be useful. By this definition, innovation overlaps with, but is different from, creativity and entrepreneurship. </li></ul><ul><li>The concept of ‘public value’ is used as an analogy to value-added in the private sector, specifically to ‘shareholder value’ and by others as a portmanteau concept for expressing a number of intangible priorities that arise from the claimed strong distinctiveness of government organization’s goals </li></ul>
  6. 6. Innovative Strategic Framework
  7. 7. My UNICEF experience <ul><li>A “typical” UN hierarchical organizations with strong operations of rules, heavy internal silo-ing, and strong organizational cultures stressing control </li></ul><ul><li>A policy network with machine bureaucracies and multiple disjointed delivery units </li></ul><ul><li>A global decentralized organization with policy determination in the HQ but operational authority in the field </li></ul><ul><li>Weak encouragement of innovation consisting mainly on cost savings and operational efficiency </li></ul>
  8. 8. Why innovation matters to UNICEF <ul><li>Innovation matters for economical reasons. The innovation performance is significant in respect of the evolutionary capabilities of UNICEF. </li></ul><ul><li>In an evolving organization where the activities, technologies and industries are continually changing, so too must policy adapt and change simply to keep up: an evolving economy requires evolving policy. </li></ul><ul><li>It is widely recognized that a major difficulty in UNICEF innovation is that the incentives to try new ideas are weak or even perverse, both from within the career paths but also in terms of our willingness to accept policy experiments. </li></ul><ul><li>Innovation aids interactions and collaborations between public and private sector. </li></ul><ul><li>UNICEF is involved in multiple sectors (eg health, humanitarian, education, nutrition, etc) and innovation helps interaction across sectors. </li></ul><ul><li>If private sector best-practice models are to be applied at UNICEF we need to be able to adopt the potential gains from knowledge transfers from consultants and the private sector. </li></ul><ul><li>Analysis of risk perceptions and risk aversion in public policy innovation. </li></ul><ul><li>UNICEF relies on cooperation with NGOs and the civil society they represent; being agile and flexible, is paramount to the success of such a relationship. </li></ul>
  9. 9. Innovative Examples <ul><li>Coordination of crisis across different agencies and partner organizations (Wireless, Expert systems) </li></ul><ul><li>Wireless technologies can be used in monitoring the inoculations and other health data of patients in remote villages where public records simply do not exist based on photographs (Wireless, PDA) </li></ul><ul><li>Long-term digital archiving, that anticipates private demand. (Data management, taxonomy) </li></ul><ul><li>Development of ontologies and semantics, necessary for the interoperability of applications, as the first large-scale deployment of the “semantic web” (Data management) </li></ul><ul><li>Improve teaching methods by making technology available to remote areas (Wireless, Satellite, PDAs) </li></ul><ul><li>Public outreach by creation of easy access to key knowledge in the areas of children issues, mother – child, humanitarian issues (Data organization standards, access, search) </li></ul>UNICEF
  10. 10. Innovation is the ability to see change as an opportunity – not a threat UNICEF

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