Establishing an innovation programme in the Government Context

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This presentation was developed for the 2010 Australian Innovation Festival. It was based on years of experience in establishing innovation programmes for government agencies and statutory …

This presentation was developed for the 2010 Australian Innovation Festival. It was based on years of experience in establishing innovation programmes for government agencies and statutory authorities.

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  • 1. Establishing and Innovation Programme
    In the Government Context
    An Innovation Catalyst™ Seminar
    Prepared and Presented by
    Marcus Tarrant
    Managing Director
    Mission HQ Pty. Ltd. ATF the Innovate Trust
  • 2. Contact Details
    Marcus Tarrant
    Managing Director
    Mission HQ Pty. Ltd. ATF the Innovate Trust
    Marcus.tarrant@missionhq.com.au
    +61 3 9005 9710
    www.missionhq.com.au
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 3. Copyright ©2010 Mission HQ.
    The format, structure and communication technique utilised in this document are the intellectual property of Mission HQ Pty. Ltd.
    This document is strictly classified as “Commercial in Confidence” and intended only for recipients expressly authorised by Mission HQ. Any modification or distribution under altered expression, by any means, in its entirety or in parts, to any person without written approval from Mission HQ is expressly prohibited.
    Natural Persons or bodies corporate may not copy, retransmit, distribute, publish or otherwise transfer any copyrighted material to third parties or contractors without the express permission of Mission HQ.
    This document is intended to reflect MISSION HQ’s high-level overview of the Innovation process. It does not constitute formal professional advice or a recommendation to potential licensors, tax advisors, inventors or other third parties as to a course of action in respect of the processes addressed, and should not be relied on as such. All care is taken in the preparation of this document but MISSION HQ bears no responsibility as to the contents of this document and disclaims any liability with respect to its use or misuse.
    Intellectual Property & Disclaimer
  • 4. Seminar Agenda
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 5. Some inspiration
    Innovation is ugly, awkward, clunky, difficult and unknown. It lurks in garages, labs, fields, offices , cafes, pubs, the back of envelopes and around kitchen tables. Innovation is not about answers, but about finding the right problem. An innovation journey will take you through many loops, dead ends, and stale mates. It will force decisions you would rather not make. Innovation is a journey that changes both the destination and the traveller. Where will your journey begin?
    By Marcus Tarrant
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 6. About Mission HQ Pty. Ltd.
    © Mission HQ Pty. Ltd. All Rights Reserved
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    Some recent past clients of Mission HQ and the team:
  • 7. Mission HQ Overview
    The team have undertaken the following projects
    Federal and State Government
    Department of Defence (DSTO) – Technology Transfer Advisory Group
    Department of Industry and Resources (WA) – Investor Ready Programme Design and Opportunity Evaluation Framework
    Department of Land ‘Landgate’ (WA) – Innovation programme design, and commercial engagement programme (Business Associations), technology commercialisation programme
    CSIRO – IP management process
    NICTA – Audinate Capital Raising 4.2m
    CRC’s
    CRC-ACS, CRC for Polymers, Dairy CRC
    VC’s
    Innovation Capital, Starfish Ventures – Austhink, Audinate, Ceram Polymerik etc.
  • 8. How can we help?
    Innovation programme review
    Innovation training and workshops
    Ideation sessions
    Innovation process design and integration
    Opportunity assessment frameworks
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 9. Quote
    `“There is no sausage crank for innovation, but it’s possible to increase the odds of a ‘eureka!’ moment by assembling the right ingredients”.
    By Gary Hamel
    economic growth and social development are the result of invention and innovation, i.e. the result of systematically applied knowledge.
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 10. Innovation in the public sector
    Innovation in public services is very important, but unfortunately receives little study.
    Most research and analysis into innovation is at a policy facilitation level or focused on the private sector
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 11. What is innovation?
    Mini workshop – Creating an innovation mood board.
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 12. What is an innovation Programme
    Mini workshop – What does an innovation programme mean to us?
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 13. Some more ideas on innovation
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  • 14. Some macro drivers in public sector innovation
    Political Environment
    Changing public needs and modes of operation
    Changing policy , regulation and compliance requirements
    Reduced budget allocation
    New technologies
    Privatisation of government services
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  • 15. A new perspective on Innovation
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  • 16. You’re already doing it!
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    BAU
    Projects
  • 17. Our dynamic innovation model
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    BAU
    Environ.
    Strategy
    Programmes
    Projects
  • 18. Understanding Innovation
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  • 19. Breaking down the innovation models
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  • 20. Workshop - Models of Innovation
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    Open Innovation
    Closed Innovation
  • 21. © Mission HQ Pty. Ltd. All Rights Reserved
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  • 22. © Mission HQ Pty. Ltd. All Rights Reserved
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  • 23. Innovation Programme Design
    The Innovation Hexagon™
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  • 24. The Innovation Hexagon™
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    2. Process
    1. Structure
    Innovation Programme
    Design
    6. Skills
    3. Information
    5. Technology
    4. Culture
  • 25. 1. Structuring for Innovation
    Incentives
    Org Structure
    Programme Management
    Budget
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 26. 1.A. Incentives
    Incentives can be complex in government environments:
    Numerous human resources issues
    Budgetary issues
    Unions and impact of rewarding individuals
    Try to be creative:
    A letter from the director rewarding outstanding performance
    Invest in the idea, but make it public
    Public recognition and support of innovative ideas
    Offer more time to spend on innovative projects
    Small Gifts (Movie and dinner tickets)
    Create competitions
    Attendance at conferences
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 27. 1.B. Organisational Structure
    Break down silo’s
    Enable cross functional and cross level teams
    Allocate time (Innovation doesn’t just happen)
    Get people from remote locations together
    Hold offsite sessions to remove organisational constraints
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 28. 1.C Programme Management
    Programme management ties your functions together.
    A programme is the level at which benefits accrue.
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 29. 1.D. Budget
    A great place to start is by centralising a project budget
    Business Unit
    Site
    Department level
    Selling innovation as something new is hard. The facts are that innovation is already a part of what you do.
    All you are looking to do is give it a name and some support.
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 30. 2. Process
    © Mission HQ Pty. Ltd. All Rights Reserved
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    Develop Vision and Strategy
    Operational Processes
    Define business concept and long term vision
    Develop business strategy
    Develop long term vision
    Develop & Manage Products & Services
    Manage product and service portfolio
    Develop products and services
    Market & Sell Products & Services
    Understand markets & customers
    Develop go to market approach
    Develop sales strategy
    Develop & manage marketing plans
    Develop & manage sales plans
    Deliver products & services
    Plan for and acquire necessary resources
    Procure materials and services
    Produce/Manufacture/Deliver product
    Deliver service to customer
    Manage logistics and warehousing
    Manage Customer Service
    Develop customer care/customer service strategy
    Plan and manage customer service operations
    Measure and evaluate customer service operations
    Develop & Manage Human Capital
    Manage Information Tech.
    Manage Financial Resources
    Program & Portfolio management
    Manage knowledge & improvement
    Manage External relationships
    Support Processes
    Manage OH&S
    Develop & manage HR
    Manage information
    Perform planning & mgmt acct.
    Maintain project/ program methodology
    Determine environment
    Build Stakeholder relationsipos
    Create & manage organisational performance metrics
    Recruit, source & select employees
    IT Customer relationships
    Perform revenue accounting
    Develop OH&S Programme
    Manage Portfolio
    Manage gov.& ind. relationships
    Benchmark performance & manage change
    Develop & Counsel
    Continuity and Risk
    Perform general acct. & reporting
    Train & educate employees
    Manage board relations
    Manage Programmes
    Reward & retain employees
    Develop IT solutions
    Manage fixed assets & proejcts
    Monitor OH&S Programme
    Develop enterprise wide knowledge management
    Manage legal & ethical issues
    Re-deploy and retire employees
    Deploy IT solutions
    Process Payroll
    Ensure compliance
    Manage Projects & resource allocation
    Manage Innovation
    Manage Public Relations program
    Manage Employee info.
    Support IT services.
    Process payables & expenses.
    Manage remediation
  • 31. 2. Sample innovation process: The Stage Gate
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 32. 2. Process Integration Points
    Prince 2
    PRINCE (which stands for Projects in Controlled Environments) was first developed by the UK government in 1989 as the standard approach to IT project management for central government. 
    PRINCE2 has been widely adopted and adapted by both the public and private sectors and is now the UK"s de facto standard for project management. 
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 33. 2. Process Integration Points (Cont.)
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 34. 3. Innovation Information
    Who are our customers?
    What do they think of what we do?
    What else could we do for them?
    Internal K Base
    Water Cooler
    Intranet
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 35. 4. Innovation Culture
    Meaningful work
    understanding how each person’s activity fits with the overall strategy and goals.
    Risk taking culture
    tolerance of failure as a pathway to learning
    Customer orientation
    seeking to deliver value rather than just deliver.
    Agile decision making
    nothing kills a culture of innovation faster than slow decisions. Maintaining momentum is key
    Organisational intelligence
    having the ability to integrate requirements from a number of sources
    Open communication
    innovation often stems from cross functional collaboration
    Empowerment
    Providing a level of independence in decision making
    Planning
    Understanding and working with resource constraints
    Learning organisation
    the share and capture of new knowledge and encoding of existing knowledge.
    Books
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 36. 4. Innovation Culture
    Some Crowd-sourced thoughts
    Create diversity
    compelling need | relevance;
    Innovation drives culture (opposite to: culture drives
    innovation)
    Foundation, risk aversion
    Intangible, language key determinant
    Fearful cultures crush innovation
    What goes on when management is not looking?
    Ability to make mistakes
    How do you react to failures?
    Relaxed environment - Physical environment
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 37. 4. Innovation Culture
    More Crowd-sourced thoughts
    Innovation and risk taking – willing to experiment, take risks, encourage innovation
    Outcome orientation – oriented to results vs oriented to process
    People orientation – degree of value and respect for
    people. Are people considered unique talents, or is an engineer an engineer
    Individual vs Team orientation – are individuals most highly noted, or are collective efforts
    Aggressiveness -- taking action, dealing with conflict
    Stability – openness to change
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 38. 5. Technology
    What support tools do we have?
    Intranet
    Innovation Portal
    State government innovation resources
    Federal innovation resources
    The web
    Software programmes?
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 39. 5. Technology
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  • 40. 5. Technology
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 41. 5. Technology
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 42. 5. Technology
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  • 43. 6. Skills
    What training resources do we have:
    Attendance at conferences and events
    Onsite bespoke training
    Access to reading materials (online subscriptions)
    Books on innovation (The Innovation Library)
    Internal blogs on innovation (Intranet)
    Postings and articles online
    Power users
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 44. Where to focus and where not to focus
    when establishing an innovation programme
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 45. Where to focus
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 46. Where to focus (Cont.)
    A formal proposal evaluation process that involves all relevant functions
    Escalation mechanisms to defend rejected ideas, sending them to the innovation leader
    Cross functional sponsors assigned to each idea
    Idea tracking from inception to implementation
    Process discipline and continuous visibility of idea sharing status
    Supplier reward system to ensure suppliers are fairly rewarded for ideas that contribute to sustainable business success.
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 47. Where not to focus
    Wrong Motivation.
    Disgruntled employees looking for a way to vent their issues.
    Lack of Training.
    Don't’ assume that employees know how to generate innovative ideas.
    Incremental Innovation.
    Employees tend to only generate ideas related to their immediate sphere of influence.
    Often cross functional or cross process ideas generate the greatest ROI
    Irrelevant to Customer Needs.
    No mechanism for incorporating the voice of the customer
    Irrelevant to organisational Needs.
    No alignment between the ideas and organisational strategy or policy
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 48. Where not to focus
    Too Many Ideas and Poor Processes.
    Most ideas never go anywhere (often for good reason), this leads to employees feeling despondent
    Overwhelmed Managers.
    An unpopular policy or faulty process can lead to a deluge of almost identical ideas, leaving the innovation manager overwhelmed.
    Lack of Transparency.
    A suggestion box is not transparent.
    Lack of Oversight.
    Often a selected idea is given to others to manage through the delivery process
    Wrong Message.
    They encourage limited, anonymous ideation in isolation and without any feedback, as opposed to open and collaborative ideation that leads to breakthrough innovation and adds real value.
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 49. Some real roadblocks to innovation
    FUD – fear, uncertainty, doubt
    Trust – talking to right people
    Funding – budget
    Lack of needs identification
    People – biggest roadblocks: resistance to change | corporate culture
    Lack of knowledge and listening
    Bureaucracy – political process
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 50. Implementing an Innovation Process
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 51. Planning Your Innovation Programme
    What do we want to achieve from an innovation agenda?
    What can we learn from other innovation models and experiences?
    Why has it taken us so long to get our innovation programme moving?
    How will resource the programme and fund associated initiatives?
    How will we prioritise our projects?
    What kinds of innovation are we looking for, how do we know if it is “good”?
    What capabilities do we posses in house?
    What capabilities do we lack and can these be supported via training?
    Are we considering open or closed innovation models?
    How does our innovation programme fit within our landscape of existing projects.?
    Managing how will we manage competing priorities?
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 52. Case Study
    Our experiences with the WA Government
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 53. what are intangible assets?
    Programme Parameters
    Leverage statutory authority status
    >1m PA allocated for innovation programme establishment
    Quick wins a core component of the early activity
    Plan was to leverage existing Intellectual Assets initially and invest further in product development
    Increase ROI on $110m allocation PA and reduce allocation over time.
  • 54. The programme in their own words
    The Innovation Program is a first for government in Western Australia. It is based on the research of best practice trends and information gathered from both internal and external sources, including public and private enterprises.
    Many organisations have recognised the need for innovation and implemented a system with various degrees of success.
    The challenge has been to develop a program that maintains the initial impetus and allows success to occur in a repeatable way.
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 55. Why Innovate?
    It is recognised by global businesses that the key to increasing commercial revenue and remaining competitive, and therefore sustainable, is innovation. Innovation harnesses enthusiasm and allows staff to be creative. It motivates people to be involved, by allowing them to be heard, and breaks down internal silos bringing people together to share ideas.
    An innovation program allows for the incorporation of all our values; creativity, excellence, growth and learning, community, sustainability and celebration.
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 56. Conclusions
    Establishing an innovation programme is a journey not just a destination.
    There needs to be support from the Corporate Executive and funding availability.
    Innovation is a mindset not a business unit, although centralised funding is recommended.
    The more people who are able to be involved the greater the momentum and the higher the chance of success.
    Innovation cannot become a part of the culture if the lag between idea and production is too great.
    © Mission HQ Pty. Ltd. All Rights Reserved
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  • 57. How can we help
    Provision of innovation training services
    Innovation process design and integration
    Innovation programme establishment
    Outsourced management of innovation programmes
    Establishment of objectives and metrics for innovation management
    Facilitation of the creation of an innovation culture.
    © Mission HQ Pty. Ltd. All Rights Reserved
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