Innovation labsDesigning public policies and servicesChristian Bason, Director, Ph.D. FellowNiels Hansen, Project Manager
A global movement...Why innovation? ->   How innovation?Random, luck ->      Strategic, systematicExpert-driven –>     Co-...
Defining public sector innovation“New ideas that areimplemented tocreate value forcitizens and society.”
Value of public sector innovation               Productivity  Service                     Outcomesexperience              ...
Some principlesRecognise that no public policy arrives on a“ground zero”Other actors and contexts are always part ofthe pi...
What do labs ”do”?
Design labs: A definition1. The active involvement of users at all stages of   development (co-creation)2. Multiple partne...
Why a physical space?     “Innovation needs     a home”                        John Kao
The logic of labs                        Exploration            Offer                 Define            change            ...
Design labs: A global movement              BIT              (UK)        La 27e Region                          / TACSI   ...
United States
MindLab involvescitizens andbusinesses in co-creating newpublic solutions.
AboutRun and fully funded by national ministries   Ministry of Business & Growth   Ministry of Children & Education   Mini...
Co-creationThe systematic processof creating new publicpolicies and serviceswith people, not for them.
Professional empathy
Rehearsing the future
MindLab acts as a platform forsystematic co-creation:Supporting public servants toinvolve end-users, increasingtheir abili...
Governance of MindLab (I)Three main areas in 2013 work programme:Laboratory (projects) / 60 pctThink tank (research) / 15 ...
Governance of MindLab (II)In selecting MindLab projects, the focus is on:1. Strategic important challenges for ministries ...
Governance of MindLab (III)Failures? Three examples...“Over the edge”-> Never let methods get in the way of results“Not aw...
Case examples
Case 1New self-servicesolution forregisteringindustrial codes
ObjectiveBetter public services might result in both less red tape and a betterservice experience for businesses and a mor...
Process mappingAs experienced by the end-user
Insight from businessesBusiness owners can’t relate to thecategories and terms used in theindustrial codes.PrincipleHuman,...
Business owner (coach and animal therapist)
Principle translated into action                    1. Translates the                    categories of the                ...
Process mappingAs experienced by the involved authorities
Insight from authoritiesIn the present system theexperiences accumulated by theofficials aren’t used to improve theself-se...
”It would really improve our work ifthere was a place where one couldsee what the other authorities did.For instance, I ha...
Principle translated into action                     1. Statistics help                     officials optimize            ...
From prototype to implementation                   Concrete and well            ITE     L DS          described O         ...
Case 2Cross-governmentalaudits
Aligned interests
Understandingeach others’perspectives andpriorities
Building a newfuture together
Testing theconcepts andagreeing on whatis necessary
Case 3Co-productionTowards a newparadigm ofpublic serviceprovision?
Co-productionA governance approach thatseeks to leverage all availableresources to produce the bestpossible outcomes at th...
MindLab explored co-production...by conducting quick experiments across a diverserange of fields, including special needs ...
Producing outcomes FOR…            Services,Authority   regulations,     Citizens            benefits, etc.
Producing outcomes WITH...               Family / friendsAuthorities                             Local                    ...
Traditional   Co-productionOptimize      RedefineHelp          Invest in capacityAuthority     Platform
New report coming outthis month...
Case 4Radical reform ofcare for oldercitizens
Labs: Some challengesAnchoring        Top vs. bottom?Openness         Internal vs. on the edge?Sustainability   Permanent ...
?
Policy Press, 2010   NESTA/MindLab, 2012
mind-lab.dk/enchristianbason
Labs bason 27e_region
Labs bason 27e_region
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Labs bason 27e_region

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La présentation de Christian Bason / MindLab pour la 27e Région le 18/2.

Labs bason 27e_region

  1. 1. Innovation labsDesigning public policies and servicesChristian Bason, Director, Ph.D. FellowNiels Hansen, Project Manager
  2. 2. A global movement...Why innovation? -> How innovation?Random, luck -> Strategic, systematicExpert-driven –> Co-creation
  3. 3. Defining public sector innovation“New ideas that areimplemented tocreate value forcitizens and society.”
  4. 4. Value of public sector innovation Productivity Service Outcomesexperience Democracy
  5. 5. Some principlesRecognise that no public policy arrives on a“ground zero”Other actors and contexts are always part ofthe pictureUnderstanding people’s behaviours inpractice is key to good policy designSpecial skills and environments can turnbehavioural insight into actionPolicy that works is best (co)-created earlythrough systematic experimentation
  6. 6. What do labs ”do”?
  7. 7. Design labs: A definition1. The active involvement of users at all stages of development (co-creation)2. Multiple partners from private and public sectors3. Bringing together different disciplines and approaches from design, science, technology and business4. A dedicated space for experimentation and developing new ideas. European Commission InnoGRIPS report #4 2009
  8. 8. Why a physical space? “Innovation needs a home” John Kao
  9. 9. The logic of labs Exploration Offer Define change problems resourcesLAB Co- Co-create Codify methods involve) (involve)Permanent Temporary freeze)(freeze ) Enhanced Co- Co-create unfreeze) ( unfreeze) innovation uptake) (uptake) capabilityHOST Operation Implementation Exploitation Bason & Christiansen, 2011
  10. 10. Design labs: A global movement BIT (UK) La 27e Region / TACSI (France) DesignGov (Canberra, Australia) Design Thinking MaRS Unit Solutions Lab (Singapore) (Toronto, Canada) ”Labs: Designing the Future”, SIG@MaRS, 2012
  11. 11. United States
  12. 12. MindLab involvescitizens andbusinesses in co-creating newpublic solutions.
  13. 13. AboutRun and fully funded by national ministries Ministry of Business & Growth Ministry of Children & Education Ministry of Employment Ministry of Economy & the InteriorStaff of 10-12 Core staff Project staff Seconded public servants Visiting scholarsGovernance & project portfolio Board: Permanent Secretaries of ministries Advisory Board: Academia, business, practitioners
  14. 14. Co-creationThe systematic processof creating new publicpolicies and serviceswith people, not for them.
  15. 15. Professional empathy
  16. 16. Rehearsing the future
  17. 17. MindLab acts as a platform forsystematic co-creation:Supporting public servants toinvolve end-users, increasingtheir ability to hit the target.
  18. 18. Governance of MindLab (I)Three main areas in 2013 work programme:Laboratory (projects) / 60 pctThink tank (research) / 15 pctInspirator (communication) / 5 pct + Buffer (ad hoc tasks) 20 pctLaboratory: Project portfolio discussed and decidedby Board, based on broad consultation acrossministries by MindLab and the BoardThink tank: Research subjects proposed byMindLab; focus on cross-cutting issuesInspirator: Communication on on-going basis:Focus on core constituents across owner ministries
  19. 19. Governance of MindLab (II)In selecting MindLab projects, the focus is on:1. Strategic important challenges for ministries and the current government2. End-user (outside-in, outcome) perspective3. Possible to evaluate success4. Ownership by partner organisation5. Cross-cutting collaboration (across ministries, across levels of government including local government)MindLab supports the front-end process from userinsight to concepts and prototypes, and follows up onlearnings and results, but does not implement itself.
  20. 20. Governance of MindLab (III)Failures? Three examples...“Over the edge”-> Never let methods get in the way of results“Not aware of context”-> Check internal contracts, strategic anchors“Impossible collaboration”-> Don’t try to get cross-ministerialcollaboration where there is no joint ambition
  21. 21. Case examples
  22. 22. Case 1New self-servicesolution forregisteringindustrial codes
  23. 23. ObjectiveBetter public services might result in both less red tape and a betterservice experience for businesses and a more efficient public sector.BackgroundStatistics Denmark is responsible for the codes. They are developed asa statistical tool – dependent on UN and EU regulation.Errors in 20-35% of registered businesses industrial codes in Denmark.Many public authorities’s regulation, administration and audits arebased on the industrial codes:Danish Business Authority: Recives about 11.500 calls and 600 e-mailsfrom businesses regarding industrial codes.Statistics Denmark: Many calls from businesses, poor data quality.Tax Authority: Hard to target audits and service. Personal inquiries attax centers.Work Safety Authority, Food Safety Authority, others: Errors whenselecting which businesses to audit.
  24. 24. Process mappingAs experienced by the end-user
  25. 25. Insight from businessesBusiness owners can’t relate to thecategories and terms used in theindustrial codes.PrincipleHuman, meaningful translationbetween the reality of thebusinesses and the logic of theauthorities.
  26. 26. Business owner (coach and animal therapist)
  27. 27. Principle translated into action 1. Translates the categories of the system by explaining the industial code in 1 human language. 2. Converts from the abstract to 3 concrete using examples of other businesses with this code. 2 3. Helps selecting by showing related codes.
  28. 28. Process mappingAs experienced by the involved authorities
  29. 29. Insight from authoritiesIn the present system theexperiences accumulated by theofficials aren’t used to improve theself-service solution.PrincipleThe self-service solution shouldimprove over time.
  30. 30. ”It would really improve our work ifthere was a place where one couldsee what the other authorities did.For instance, I had a contact toStatistics Denmark where wedecided that the activity managingown finances should have a differentcode than managing other people’sfinances. I wrote it in my book, but ofcourse the other authorities cannotaccess that.”Employee in Danish Business Authority
  31. 31. Principle translated into action 1. Statistics help officials optimize the self-service solution by showing what categories the businesses don’t understand or don’t find. 2. Improves the system over time by letting officials update 1 descriptions and keywords related to 2 the industrial codes.
  32. 32. From prototype to implementation Concrete and well ITE L DS described O Business case Demonstrate the organisational need S ITEN EW
  33. 33. Case 2Cross-governmentalaudits
  34. 34. Aligned interests
  35. 35. Understandingeach others’perspectives andpriorities
  36. 36. Building a newfuture together
  37. 37. Testing theconcepts andagreeing on whatis necessary
  38. 38. Case 3Co-productionTowards a newparadigm ofpublic serviceprovision?
  39. 39. Co-productionA governance approach thatseeks to leverage all availableresources to produce the bestpossible outcomes at thelowest possible cost.
  40. 40. MindLab explored co-production...by conducting quick experiments across a diverserange of fields, including special needs educationand dementia services in local government...by researching global best practices andcollaborating with amongst others NESTA (UK andthe OECD...by testing hypotheses through workshops withowner ministries...by presenting and discussing with MindLabsBoardPublications forthcoming in Danish and English.
  41. 41. Producing outcomes FOR… Services,Authority regulations, Citizens benefits, etc.
  42. 42. Producing outcomes WITH... Family / friendsAuthorities Local community Outcomes Citizen + society Non- Businesses governmental organizations Citizen
  43. 43. Traditional Co-productionOptimize RedefineHelp Invest in capacityAuthority Platform
  44. 44. New report coming outthis month...
  45. 45. Case 4Radical reform ofcare for oldercitizens
  46. 46. Labs: Some challengesAnchoring Top vs. bottom?Openness Internal vs. on the edge?Sustainability Permanent vs. temporary?Methods Technology vs. people?Sustainability Challenge vs. change?Space Investment vs. cost
  47. 47. ?
  48. 48. Policy Press, 2010 NESTA/MindLab, 2012
  49. 49. mind-lab.dk/enchristianbason

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