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Government Innovation Country Specific Report - Germany

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Government Innovation Research -- Country Specific Report - Germany

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Government Innovation Country Specific Report - Germany

  1. 1. LEARN FROMTHE LEADERS UNLEASHING INNOVATION: GERMANY
  2. 2. CITIZENS WANT MORE 2 GOVERNMENT INNOVATION view the private sector as more innovative than government want government technology leaders to innovate more 3 IN 4 CITIZENS want government to work with the private sector to innovate services An Accenture survey of more than 6,000 CITIZENS in SIX COUNTRIES revealed: 6 IN 10 CITIZENS 8 IN 10 CITIZENS think government agencies should reinvest savings from innovation in more innovation 53% OF CITIZENS Source: Accenture Public Service Global Omnibus Citizen Survey (December 2017) Copyright © 2018 Accenture. All rights reserved.
  3. 3. 3Copyright © 2018 Accenture. All rights reserved. GOVERNMENT SEES THE VALUE OF INNOVATION Accenture surveyed591 GOVERNMENT professionals across 10 COUNTRIES. Wefound that almost everyonerecognises what citizens are asking of them: EXECUTIVES see innovation as an important part of their day-to-day jobs and leadership responsibilities 89% 90%OF GOVERNMENT OF GOVERNMENT EMPLOYEES see innovation as an important part of their day-to-day jobs
  4. 4. 4Copyright © 2018 Accenture. All rights reserved. FIVE PILLARS OF INNOVATIONAccenture designed this new study around our Innovation Framework: Is it strategically advancing partnerships externally and fostering collaboration internally? 1. STRATEGY Does theagency recognise the importance of innovation? 2.IDEATION Is there a process in place to develop ideas to support innovation and change both internally and externally? Is there a supply of ideas to drive innovation? 3.ABSORPTION Is innovation absorbed throughout the culture and are most promising ideas chosen for execution? Is there ownership of innovation and are risks permitted? 4.EXECUTION Is the agency able to execute on innovative ideas using both internal and external capabilities? 5.IMPACT& BENEFITS What is the impact of innovation? Does the agency track and measure the impact of innovations? Are benefits felt?
  5. 5. WHO’S GETTING IT RIGHT? INNOVATION
  6. 6. 6Copyright © 2018 Accenture. All rights reserved. GOVERNMENT INNOVATIONLEADERSAccenture measured those governments’ performance against our innovation framework—STRATEGY,IDEATION, ABSORPTION, EXECUTION, IMPACT and BENEFITS—and identified the top 8% OF GOVERNMENTS that are true leaders in innovation* * We identified government innovation leaders by looking at the mean innovation score for each country. From there, we identified innovators that were at least one standard deviation higher than the mean.
  7. 7. 7Copyright © 2018 Accenture. All rights reserved. AUSTRALIA UNITEDKINGDOM SOUTHAFRICA IRELAND GERMANY ITALYFRANCE UNITEDSTATES BRAZIL CANADA PERCENTAGE OF LEADERS BY COUNTRY Innovation Leaders Everyone Else Global 8% Australia 13% 7% Ireland 18% United Kingdom 2% United States 9% * We identified government innovation leaders by looking at the mean innovation score for each country. From there, we identified innovators that were at least one standard deviation higher than the mean. Brazil Canada 15% 2% France 0% Italy South Africa 11% 2% Germany
  8. 8. DOING THAT SETS THEM APART? ARE THEY ACHIEVING? WHATARETHEY WHATRESULTS
  9. 9. LEADING 9 Government innovation leaders are achieving key benefits at a greater rate than other agencies that havetried innovations: 63% 42% 43% 60% 38% 30% 71% 49% 50% 65% 46% 43% 75% 47% 33% Attracting and acquiring new top talent Reaching different citizen groups/demographics Increasing employee engagement in internal agency programs Improving shared services efficiencies across agencies Discontinuing services or programs that weren’t performing well or delivering outcomes OUTCOMES Copyright © 2018 Accenture. All rights reserved. Innovation Leaders Everyone Else Germany
  10. 10. 10Copyright © 2018 Accenture. All rights reserved. WHAT SETS LEADERS APART?Thesurveyuncoveredsomesurprisinghabitsandpracticesof governmentinnovation leaders: UNEXPECTED NO SINGLE CONTINUAL CREATIVE DEDICATED PARTNERSHIPS “OFFICE OF COMMUNI- INCENTIVES SPACES INNOVATION” CATIONS
  11. 11. 11 LEADERS EMBRACE Copyright © 2018 Accenture. All rights reserved. Whotheypartner with 58% 45% 42% 25% 30% 40% 25% 30% 40% 26% 31% Leaders more likely to partner Work with at least one private partner to get knowledge, guidance or information that feeds into their innovation activities Nonprofits Startups or new digital companies Crowdsourcing platform for ideas Global PARTNERSHIPS Innovation Leaders Everyone Else Germany
  12. 12. 12Copyright © 2018 Accenture. All rights reserved. LEADERS EMBRACE PARTNERSHIPS HOW THEY PARTNER Government innovation leaders think creatively when it comes to partnerships. They are more likely to: 54% 39% 43% Partner on identifying priority themes and building the innovation agenda 48% 34% 33% Seek external partners’ views in choosing ideas for further investigation 54% 37% 26% Partner for oversight and governance 44% 27% 15% Engage a third party to manage the innovation process 52% 37% 41% Fund innovation together with public partners Innovation Leaders Everyone Else Germany
  13. 13. Copyright © 2018 Accenture. All rights reserved. 13 LEADERS DIFFUSE INNOVATION THROUGHOUT THE ORGANISATION The study shows that different approaches work for different organisations. Leaders don’t limit themselves to an “Office of Innovation” or one “Director of Innovation.” Instead, they diffuse innovation throughout the organisation. 56% 40% 44% Different people oversee the different parts of the innovation process Innovation Leaders Everyone Else Germany
  14. 14. 14 OTHER HABITS Copyright © 2018 Accenture. All rights reserved. Government innovation leaders stay in touch about innovation. Governmentinnovationleaders makespace—literalandmetaphoric— tonurturetheworkofinnovation. 60% 38% 46% 52% 31% 31% 48% 30% 31% 73% 36% 28% Employees regularly receive emails soliciting ideas for innovation We offer coaching/ mentors for innovators facing new challenges We introduced design- thinking methods in the way the workforce collaborates OF INNOVATION LEADERS 65% 43% 35% We dedicate time periodically to discuss innovation We offer physical space (e.g., labs, studios) for ideation, prototyping and innovation work Innovation Leaders Everyone Else Germany
  15. 15. 15 OTHER HABITS Copyright © 2018 Accenture. All rights reserved. Think government simply can’taffordto compensate innovators? Government innovation leaders provemoney isn’tthe only reward. 75% 49% 44% We hold innovation- and ideation-related workshops with both internal and external participants OF INNOVATION LEADERS (CONTINUED) 65% 49% 41% We associate employees’ names with specific innovative ideas 65% 45% 39% We provide opportunities to work and collaborate with external partners 75% 48% 44% We offer relevant training and learning for employees 56% 37% 33% We have opportunities for honourary placements or fellowships outside of our agency 63% 37% 35% We identify the “innovator of the month” 58% 42% 44% We offer honourary placements, fellowships or learning opportunities inside our agency Innovation Leaders Everyone Else Germany
  16. 16. HOW CAN YOU FOLLOW THELEADERS?
  17. 17. 17Copyright © 2018 Accenture. All rights reserved. Strengtheninnovationinyourgovernment agencybylearningfromtheleaders—and focusingonimprovingperformanceacross thefivepillars ofinnovation.Thedatasuggest thatinnovationleaders arefollowingthis sequence: Generate a flow of ideas and determine which ideas to pursue LEADERSENGAGE PARTNERSTO ACROSSIDEATION, EXECUTION ANDIMPACT &BENEFITS 1.IDEATION Test ideas through proofs of concept and establish a disciplined approach for scaling innovation Build the discipline and rigour to constantly evaluate innovations and determine if they are delivering benefits Once you have built momentum in those areas, focus on the cultural aspects of Strategy and Absorption. We will explore all five pillars of innovation in follow-up materials. 2.EXECUTION 3.IMPACT&BENEFITS HELPBUILDSTRENGTH
  18. 18. 18Copyright © 2018 Accenture. All rights reserved. METHODOLOGY 7% 15% 14% 8% 18% 18% 8% 11% 5% 3% Healthcare Payor (Health Insurance) – Public/Government Managed Centralised Administration 7% 86% Public Service (other than Education) – Government Agency Revenue/ Tax Healthcare Provider – Public/GovernmentManaged Pensions Employment Services SocialServices/ Welfare Border Services/ Customs Policing/ Justice Defense Other Respondents represented the following levels of government: 24% 38% 38% National/Federal State/Regional/Provincial Local Respondents represented these segments within government: Government agency respondents represented these functions:
  19. 19. CONTACT MARK HOWARD Global Administration Segment Lead Public Service, Accenture ABOUT ACCENTURE Accenture is a leading global professional services company, providing a broad range of services and solutions in strategy, consulting, digital, technology and operations. Combining unmatched experience and specialised skills across more than 40 industries and all business functions — underpinned by the world’s largest delivery network —Accenture works at the intersection of business and technology to help clients improve their performance and create sustainable value for their stakeholders. With approximately 435,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives. For more information visit us at www.accenture.com/GovBackOffice CORINNA KREZER Managing Director, Health & Public Service, Accenture

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