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Aggravation or Collaboration - Developing innovation across agencies
Aggravation or Collaboration - Developing innovation across agencies
Aggravation or Collaboration - Developing innovation across agencies
Aggravation or Collaboration - Developing innovation across agencies
Aggravation or Collaboration - Developing innovation across agencies
Aggravation or Collaboration - Developing innovation across agencies
Aggravation or Collaboration - Developing innovation across agencies
Aggravation or Collaboration - Developing innovation across agencies
Aggravation or Collaboration - Developing innovation across agencies
Aggravation or Collaboration - Developing innovation across agencies
Aggravation or Collaboration - Developing innovation across agencies
Aggravation or Collaboration - Developing innovation across agencies
Aggravation or Collaboration - Developing innovation across agencies
Aggravation or Collaboration - Developing innovation across agencies
Aggravation or Collaboration - Developing innovation across agencies
Aggravation or Collaboration - Developing innovation across agencies
Aggravation or Collaboration - Developing innovation across agencies
Aggravation or Collaboration - Developing innovation across agencies
Aggravation or Collaboration - Developing innovation across agencies
Aggravation or Collaboration - Developing innovation across agencies
Aggravation or Collaboration - Developing innovation across agencies
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Aggravation or Collaboration - Developing innovation across agencies

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  • “ Is this you?” Hands up at the end of the slide to get a count of people who can recognise this picture.
  • “ Is this who you want to be?” Now I’ll talk about t he Key programme and how it might be able to help.
  • Why are we bothering with innovation The next buzz word but in order to improve services for less money we do have to do things differently. We think that Local authorities have picked the low hanging fruit and now will have to find efficiencies through working across boundaries both internally across departments and externally with partner organisations. What can a national infrastructure do? I think peter kawalek would say it can constrain and get in the way of open innovation I hope that is not the case and indeed we are staying out of the way agencies stimulate and nurture innovation although we are thinking of offering some cross agency functionality but what we are about is leveraging and adopting innovations that others have proven Who is behind this? BIS, Lord Mandelson’s dept, is sponsoring this initiative and do its best to make it cross government BIS are looking to not only increase adoption of innovative product and practise but to understand a picture of how innovative the public sector is.
  • to help your organisation manage & embrace innovation - We don’t want to stifle or constrain innovation and hope that recognising that people can be innovative through a formal process will help the organisation. How you actually do that will be done to your organisation and I will explain later what the Key will do here. … to share your innovative ideas with Government - Sometimes a business or front line professional will have a great idea or even a pilot project will be run but it is never really adopted or somehow never reaches the ear of those with funding sat in ivory towers. The Key hopes to fulfil a broker role and help facilitate the adoption of innovation. … to collaborate and create innovative solutions The Key is limited in what it can do here but is hoping to facilitate this by bringing together similar ideas and needs. We will be attempting to use the semantic web but also empower the social and human networks. … to find out what innovative activities are happening in the public sector We will be developing a showcase to allow people to show cases of being innovative. We want this to be as proactive as possible in alerting people to ideas and innovations according to their needs/challenges. … to measure the value of innovation Difficult to measure the impact of an innovation. We are waiting for NESTA to crack that one. In the mean time we will align things to existing indicators and allow baselining. We will also be considering a maturity to model to measure how innovative your organisation is and help you to move forward.
  • How will the Key work. It is a simple four step process that I am going to walk you through. Step 1 is where you will be gathering ideas and needs within your own organisation. This will be achieved in different ways depending on your own culture and ways of working. You will work them up across your own teams and departments. You will probably even check what has already been achieved by exemplars and beacons and awards. (showcase) You could at this stage simply start a project or… Step 2 is where you might consider what others have done or think about your needs or ideas. You may start to collaborate or even discover a better idea or be pointed to some existing capability or product. Step 3 this is where you are ready to apply your idea to meet a need. this could be simply running a project or procuring the innovation. If it is innovative it is likely you won’t know what the best solution is and so we give you SBRI as a pre commercial procurement method to ascertain a proven concept before a commercial procurement. If you want to know more about SBRI then see Ian on our stand. Step 4 Now that you have successfully delivered your innovation showcase will allow you to show off, seek further funding or seek adoption across your domain e.g. across the district councils or LSP or sub region or even region. I hope the RIEPS will consider using the Key. Of course showcase is a source for ideas and may well start you back with an idea or need in step 1.
  • In step 1 we will be expecting these three options
  • SBRI is a structured means, methodology or process – which enables the connection of innovative ideas and technology based businesses to Public Sector challenges and issues. The scheme has 3 key goals – To find novel solutions to Public Sector Challenges and advance Policy Objectives by engaging with innovative businesses and helping to focus and support their R&D To accelerate the commercialisation of technology by providing a route from concept to market To support small and early stage companies by providing a lead customer and R&D funding. Whilst the scheme is not limited to SMEs it is designed with their specific needs in mind.
  • The SBRI processes is market/demand driven – in other words it starts with a defined need or Policy Objective and there should be a market for any resulting solutions. A Public Sector Body (PSB) identifies an issue or need for which there is no current solution or no satisfactory solution and which is important enough to them that they are willing to procure the R&D necessary to create one. The problem is defined along with the desired outcome (outcome rather than product focussed). Sufficient data and description is provided for companies from outside the sector to understand how their ideas and technologies might apply. The problem is put to open competition and the TSB uses extensive outreach channels (KTNs, RDAs, Business Angel networks, etc) to ensure engagement with broad spectrum of technology based businesses – experience has shown that most of the best ideas come from companies that are not currently engaged with the PSB running the competition. Ideas are assessed by the PSB and those with most perceived potential are funded. Companies are given a contract – PSB is procuring the r&d necessary to move the idea through feasibility and prototype on the path to commercialisation – contract is for full R&D costs and is deliverable based. As process is aimed at innovating new solutions there is risk and this is managed through a two phase process. Note that an acceptable outcome in Phase 1 can be to prove the idea was not feasible. Multiple projects are therefore typically accepted into phase 1.
  • Transcript

    • 1. Aggravation or Collaboration The Key Programme Unlocking Innovation across Government Innovate to Save Maidstone December 09
    • 2. Aggravation <ul><li>I don’t have time to work with others any more </li></ul><ul><li>They want different things to me and always want to try to control what we do </li></ul><ul><li>For every ten ideas we have together only one or two are even slightly interesting </li></ul>
    • 3. Collaboration <ul><li>It’s good to get other peoples ideas on my problems – maybe we do get stuck-in-a-rut </li></ul><ul><li>If we can work together, then we do save money – and there’s not a lot of that going around at the moment </li></ul><ul><li>It’s fun to think about different things – I get a buzz from solving problems and helping others – especially if it also solves my problems </li></ul>
    • 4. Today <ul><li>Setting the scene </li></ul><ul><li>What will the Key do for you? </li></ul><ul><li>How will the Key work? </li></ul><ul><li>How can you get involved? </li></ul>
    • 5. Setting the scene <ul><li>Why are we bothering with innovation? </li></ul><ul><li>What can a national infrastructure do? </li></ul><ul><li>Who is behind this? </li></ul>
    • 6. The Key is for you if you are looking … <ul><li>… to help your organisation manage & embrace innovation </li></ul><ul><li>… to share your innovative ideas with Government </li></ul><ul><li>… to collaborate and create innovative solutions </li></ul><ul><li>… to find out what innovative activities are happening in the public sector </li></ul><ul><li>… to measure the value of innovation </li></ul>
    • 7.  
    • 8. <ul><li>Develop your own ideas/needs management system/process </li></ul><ul><li>Commercial offering </li></ul><ul><li>White label key hopper </li></ul>Step 1 - Define
    • 9. <ul><li>Social networking tools </li></ul><ul><li>Civil pages, IDeA’s Knowledge hub and CoP </li></ul><ul><li>Key’s Cross agency hopper </li></ul>Step 2 – Discover & Refine
    • 10.  
    • 11.  
    • 12. <ul><li>SBRI </li></ul><ul><li>Joint procurement/collaboration </li></ul>Step 3 – Develop & Deploy
    • 13. NEW SBRI <ul><li>SBRI is a structured process enabling the Public Sector to engage with Innovative Companies :- </li></ul><ul><ul><ul><li>Helping Departments fulfil their Objectives </li></ul></ul></ul><ul><ul><ul><ul><li>Using Innovation to achieve step function improvement s </li></ul></ul></ul></ul><ul><ul><ul><li>Accelerating Technology Commercialisation </li></ul></ul></ul><ul><ul><ul><ul><li>Provide a route to market </li></ul></ul></ul></ul><ul><ul><ul><li>Supporting the development of Innovative Companies </li></ul></ul></ul><ul><ul><ul><ul><li>Provide a lead customer/R&D partner </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Provide funding & credibility for fund raising </li></ul></ul></ul></ul>
    • 14. SBRI Process <ul><li>Open competition based on PSB Challenges </li></ul><ul><ul><li>PSB defines the problem space for which solutions are either absent or inadequate </li></ul></ul><ul><li>Competition widely advertised through TSB channels </li></ul><ul><ul><li>Reach out to broad spectrum of technology based industry </li></ul></ul><ul><li>Applications assessed by PSB and most promising ones awarded development contracts. </li></ul><ul><li>Project risk is managed through a Phased process </li></ul><ul><ul><li>Phase 1 Proof of Feasibility typically 6mths & £100K </li></ul></ul><ul><ul><li>Phase 2 Prototype Development can be up to 2 years and £1M (depends on challenge) </li></ul></ul>
    • 15. <ul><li>Showcase </li></ul><ul><li>Syndication with other showcases </li></ul>Step 4 – Diffuse
    • 16. Cross Agency Challenges <ul><ul><li>Means to describe innovation such that another agency understands </li></ul></ul><ul><ul><li>An ability for people to collaborate across sectors and geographical areas </li></ul></ul><ul><ul><li>An ability to have a formal procurement process which can drive innovation </li></ul></ul><ul><ul><li>Consistent metrics to give a national picture </li></ul></ul><ul><ul><li>Raise awareness of innovations to stimulate diffusion </li></ul></ul><ul><ul><li>Help the innovator maximise the potential of their idea (recognise and protect IP) </li></ul></ul>
    • 17. Deliverables and Timeline <ul><li>March 2010 </li></ul><ul><li>SBRI </li></ul><ul><li>Showcase </li></ul><ul><li>Detailed concept </li></ul><ul><li>March 2011 </li></ul><ul><li>Hopper, scorecard, IP protection, R, C & E </li></ul>
    • 18. Summary of Programme Objectives <ul><li>Supporting the emergence of new ideas and accelerating the take up of transformational ones </li></ul><ul><li>Provide the frontline with a voice to Government </li></ul><ul><li>Facilitate innovation on cross cutting themes </li></ul><ul><li>Reuse existing innovation </li></ul><ul><li>Provide an innovative procurement route </li></ul><ul><li>Provide a picture of our Public Sector innovation nation </li></ul>
    • 19. Getting involved <ul><li>Attend stakeholder meetings </li></ul><ul><li>Talk to us about becoming a pilot </li></ul>
    • 20. Thank you for listening Any further questions please feel free to e-mail [email_address]
    • 21. <ul><li>DEFINE : Use an ideas management tool to help you peer review, organise and match needs and problems with innovative ideas. </li></ul><ul><li>DISCOVER & REFINE : Get opinions, feedback and collaboration on your ideas from other appropriate agencies. Use a collaborative environment and human-type matching, or machine-assisted semantic mapping, to bring in ideas from other parts of the public sector, or beyond. </li></ul><ul><li>DEVELOP & DEPLOY : Use the competition manager resources to explore the procurement options available to you in working with new suppliers. Run a competition using SBRI good procurement practice. </li></ul><ul><li>DIFFUSE : Seek further adoption and share your successes in the showcase, highlighting what you did and how success can be measured. Showcases will feed back into future innovations. </li></ul>Concept model

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