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Social Innovator Dialogues Christian Bason public forum slides

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    Social Innovator Dialogues Christian Bason public forum slides Social Innovator Dialogues Christian Bason public forum slides Presentation Transcript

    • Leading public sector innovation Co-creating for a better society Christian Bason, Director, MindLab
    • Four shifts From random innovation to a conscious and systematic approach to public sector renewal From managing human resources to building innovation capacity at all levels of government From running tasks and projects to orchestrating processes of co-creation creating new solutions with co-creation, people, not for them From administrating public organisations to courageously leading innovation across and beyond the public sector.
    • A global movement ‘Why innovation?’ -> ‘How innovation?’ Random, ‘luck’ -> Strategic, ‘systematic’ Expert-driven creation –> Co-creation Public sector innovation is becoming a discipline, and co-creation is a key approach...
    • Barriers 1. Paying a price for politics 2. Anti-innovation DNA 3. Fear of divergence 4. Where’s the citizen? 5. An orchestra without a conductor 6. Leading into a vacuum: the 80/20 rule
    • Four C’s: An innovation ecosystem COURAGE (TO LEAD) CONSCIOUSNESS CO-CREATION (CREATING A NEW LANGUAGE) (ORCHESTRATING THE PROCESS) CAPACITY (POWER TO INNOVATE)
    • 1. Consciousness How to develop a shared language of innovation? COURAGE (TO LEAD) CONSCIOUSNESS (CREATING A NEW LANGUAGE) CO-CREATION (ORCHESTRATING THE PROCESS) CAPACITY (POWER TO INNOVATE)
    • The dilemma ”Innovation is a terrible word. But there is nothing wrong with its content.” MindLab
    • Innovation defined Idea Implementation Value
    • What is the value of innovation? Productivity [”efficiency”; eg higher case load per employee] Results Service experience [changes resulting from [citizen’s the activities of the satisfaction with public organisation, services delivered] eg health, employment and growth] Democracy [eg participation, transparency and accountability]
    • From exploration to exploitation Mystery Heuristic Algorithm Martin (2009)
    • 2. Capacity How to build the ability to innovate – at all levels? COURAGE (TO LEAD) CONSCIOUSNESS CO-CREATION (CREATING A NEW LANGUAGE) (ORCHESTRATING THE PROCESS) CAPACITY (POWER TO INNOVATE)
    • Celebrating capacity
    • The innovation pyramid Context Strategy Organisation & technology People & culture
    • 3. Co-creation How to run an effective process of innovation? COURAGE (TO LEAD) CONSCIOUSNESS CO-CREATION (ORCHESTRATING THE PROCESS) (CREATING A NEW LANGUAGE) CAPACITY (POWER TO INNOVATE)
    • Co-creation defined The systematic process of creating new solutions with people, not for them: • Broader scope of people [citizens+] • New mode of knowledge [qualitative, first-hand] • Different kind of process [design-driven]
    • People Citizens, business, NGO, government... Policy planners, systems developers, administrators, operators, front line staff... Suppliers, partners, advisors... Academia, ’wild cards’... Decision-makers...
    • Forms of citizen involvement CREATING A NEW FUTURE Co-creation Crowdsourcing workshops FEW MANY Qualitative Quantitative research surveys INFORMING ABOUT THE PRESENT STATE
    • Knowledge Analysis Synthesis (Splitting) (Putting together) Rational Emotional Logical Intuitive Deductive Inductive Solutions Paradigms, platforms ‘Thinking it through’ Rapid prototyping Single discipline (thinking through Causality doing) Multiple disciplines Impact After Banerjee / Stanford d.school
    • Design thinking: ’Attitude’ “[Public] managers operate in a problem space with no firm basis for judging one solution as superior to another, and still they must proceed.” Boland & Collopy (2004)
    • Design thinking: ’Action’ Reconfiguring the problem space Citizen-centric Visualisation Experimental Zooming in & out
    • Mastering the co-creation process Identifying insights Idea generation Visualisation Concept development Pattern Analysing Synthesising recognition Selection Prototyping Knowing Creating Testing Citizen-centred research Implementing Project scoping Scaling Challenging Learning the problem Framing
    • Metode Servicerejse
    • Co-creation can enable co-production Co-creation Professionals Co-production produce Experts create
    • Value of co-creation Divergence More ideas, faster Execution ’Rehearsing the future’ strengthens implementation future’ Impact Cost- Cost-efficient solutions that are tested and will work
    • 4. Courage What is the role of public leadership? COURAGE (TO LEAD) CONSCIOUSNESS CO-CREATION (CREATING A NEW LANGUAGE) (ORCHESTRATING THE PROCESS) CAPACITY (POWER TO INNOVATE)
    • What is courage? “Courage comes from the willingness to ‘die,’ to go forth into an unknown territory that begins to manifest only after you dare to step into that void. That is the essence of leadership.” C. Otto Scharmer, MIT
    • Four leadership roles Courage Consciousness Capacity Co-creation THE VISIONARY Formulating a Investing in Expecting [Politician] vision that innovation administrators to demands capacity be professional innovation innovators THE ENABLER Engaging Crafting and Extending a [Top executive] managers in a implementing licence to dialogue about strategies for innovate innovation innovation 360 DEGREE Applying Creating Embracing INNOVATOR language of innovation space divergence [Mid-level manager] innovation to problem-solving KNOWLEDGE Empowering Recruiting and Encouraging ENGINEER staff to reflect on developing a small-scale [Institution head] own practices diversity of experimentation talent & learning
    • www.mind-lab.dk
    • ?