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Innovation With a Purpose: Deploying Digital Technologies to Improve Outcomes in Human Services

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A look into the recent HPB research conducted by Accenture. Learn more: https://accntu.re/2JX0HWV

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Innovation With a Purpose: Deploying Digital Technologies to Improve Outcomes in Human Services

  1. 1. 2 6 in 10 citizens view the private sector as more innovative than government 3 in 4 citizens want government technology leaders to innovate more 56% of citizens believe Human Services agencies should use advanced analytics to provide more individualised and relevant services 56% of citizens trust Human Services agencies to keep their personal data secure Copyright © 2018 Accenture. All rights reserved. An Accenture survey of more than 6,000 citizens in six countries revealed: CITIZENS WANT MORE INNOVATION IN HUMAN SERVICES Source: Accenture Public Service Global Omnibus Citizen Survey (December 2017)
  2. 2. 3 90% of employees see innovation as an important part of their day-to-day jobs 90% of executives see innovation as an important part of their day-to-day jobs and leadership responsibilities Accenture surveyed 185 employment and social services professionals across 10 countries. We found that almost everyone recognises what citizens are asking of them: HUMAN SERVICES AGENCIES AGREE: INNOVATION IS GOOD FOR PEOPLE AND FOR AGENCIES Copyright © 2018 Accenture. All rights reserved.
  3. 3. Accenture’s survey revealed that employment services agencies have more capacity for innovation than any other segment within government. Why? We believe it’s because these agencies typically operate as part of an ecosystem with innovative participants—including jobseekers, who may be younger, and private-sector employers and start - ups who are often active in driving innovation. INNOVATION: WHO’S GETTING IT RIGHT? Copyright © 2018 Accenture. All rights reserved. 4 55 60 65 70 75 80 Employment services Healthcare provider Border services/Customs Pensions Revenue/Tax Social services/Welfare Defence Healthcare payor Centralized Administration Policing/Justice Maturity in the Accenture Innovation Framework*
  4. 4. Accenture measured Human Services agencies’ performance against our innovation framework—Strategy, Ideation, Absorption, Execution, Impact and Benefits IDENTIFYING INNOVATION LEADERS Copyright © 2018 Accenture. All rights reserved. 5*See Appendix for description of the five pillars of the Accenture Innovation Framework. Strategy Ideation Absorption Execution Impact & Benefits • Does the Human Services agency recognise the importance of innovation? • Is there a process in place to develop ideas to support innovation and change both internally and externally? • Is innovation absorbed throughout the culture and are most promising ideas chosen for execution? • Is the Human Services agency able to execute on innovative ideas using both internal and external capabilities? • What is the impact of innovation? Accenture designed the new study around our Innovation Framework From this work we identified the leading characteristics of innovative Human Services agencies amongst survey
  5. 5. To deliver citizen outcomes and to reduce operational expenses for their organisations. They achieve those results at a higher rate. INNOVATION LEADERS ARE CLEAR ON THE PURPOSE OF INNOVATION: Copyright © 2018 Accenture. All rights reserved. 6 Innovation leaders embed innovation within their organisations 59.30% 73.30% 66.70% 40.50% 41.90% 41.90% Reach different citizen groups/demographics Discontinue services or programmes that are not performing well or meeting outcomes Reduce human errors by customers or employees Human Services Innovation Leaders Other Human Services Agencies
  6. 6. The survey uncovered differences in how Human Services innovation leaders approach key aspects of innovation. WHAT DISTINGUISHES HUMAN SERVICES INNOVATION LEADERS Copyright © 2018 Accenture. All rights reserved. 7
  7. 7. INNOVATION IS AN INTEGRAL PART OF LEADERSHIP & CULTURE Copyright © 2018 Accenture. All rights reserved. 8 63.00% 66.70% 70.40% 59.30% 37.30% 48.10% 43.70% 38.00% Encourage innovation to a great extent to better meet and fulfil the agency’s mission Manage the innovation process through an internal R&D/innovation team or lab Task different people with overseeing different parts of the innovation process Include innovation as part of day-to-day discussions Human Services Innovation Leaders Other Human Services Agencies
  8. 8. INNOVATION IS NURTURED THROUGH LEADERSHIP & CULTURE Copyright © 2018 Accenture. All rights reserved. 9 59.30% 63.00% 66.70% 41.80% 43.70% 35.40% Give employees the freedom and flexibility to engage in innovation-related tasks Incentivise innovation by offering honorary placements/fellowships inside the agency Incentivise innovation by offering honorary placements/fellowships outside the agency Human Services Innovation Leaders Other Human Services Agencies
  9. 9. INNOVATION IS ENABLED THROUGH LEADERSHIP & CULTURE Copyright © 2018 Accenture. All rights reserved. 10 Innovation leaders take a systematic approach 81.50% 92.60% 50.00% 62.70% Use detailed, objective criteria to rank and select projects, aligned to strategic objectives Create a business case for each innovation project, including risks and potential issues Innovation leaders help remove fear of failure 66.70% 92.60% 46.80% 77.80% Regard risk-takers highly, independent of the success or failure of their innovation projects Have mechanisms to manage risk created by innovation initiatives Human Services Innovation Leaders Other Human Services Agencies
  10. 10. INNOVATION IS NURTURED THROUGH ECOSYSTEMS Copyright © 2018 Accenture. All rights reserved. 11 59.30% 81.50% 63.00% 37.50% 51.90% 44.90% Target their collaboration with third parties based on the innovation type Collaborate with third parties and are more likely to participate in innovation- and ideation Actively pursue and encourage development of ideas for innovation from outside the organisation Human Services Innovation Leaders Other Human Services Agencies
  11. 11. INNOVATION IS PACED THROUGH TECHNOLOGIES Copyright © 2018 Accenture. All rights reserved. 12 Innovation leaders use creative techniques such as prototyping and user research 59.30% 63.00% 30.40% 34.20% Invest in and implement user research and testing of prototypes Maintain physical space for ideation, prototyping and other innovation work Human Service innovation leaders are ahead of the cloud curve 64.20% 38.80% Use a cloud platform for innovation (to enable reduced costs, data collaboration and speed of implementation) Human Services Innovation Leaders Other Human Services Agencies
  12. 12. USING DATA TO UNLEASH INNOVATION Copyright © 2018 Accenture. All rights reserved. 13 Prior Accenture research* has shown that Human Services agencies have these data-related challenges: • Measuring and understanding performance • Ensuring data privacy • Building technology and data skills In addition, Human Services agencies have begun to pilot and implement innovation by: • Creating collaborative data warehouses • Developing analytics platforms • Using unstructured and big data * https://www.accenture.com/t20170224T040950Z__w__/us-en/_acnmedia/PDF- 36/Accenture-Public-Service-Emerging-Technologies-Slideshare.pdf v Practicing open data principles, publishing ‘open data’ for general public consumption and regularly engaging with developers to explore new services 77.80% 60.10% Human Services Innovation Leaders Other Human Services Agencies
  13. 13. INNOVATION LEADERS EMBRACE EMERGING TECHNOLOGIES Copyright © 2018 Accenture. All rights reserved. 14 55.60% 51.90% 59.30% 55.60% 34.80% 34.80% 38.60% 29.10% Blockchain Internet of Things Video analytics Biometrics/identity analytics Human Services Innovation Leaders Other Human Services Agencies
  14. 14. INNOVATION IS DRIVEN BY KEY ENABLERS Copyright © 2018 Accenture. All rights reserved. 15 12.50% 74.10% 88.90% 22.20% 3.10% 40.50% 63.30% 7.60% Finance: Allocate more than 10% of their administrative budget toward innovation Skills: Find it relatively easy to find people internally and externally with the skills needed to introduce or execute on innovations Impact measurement: Have a framework to evaluate return on innovation investments and other potential public impact of innovation cases following implementation Ability to scale: More likely to move from initial prototype or pilot to full implementation of an innovative service in less than six months Human Services Innovation Leaders Other Human Services Agencies
  15. 15. LEADERS RECOGNISE BARRIERS TO EFFECTIVE INNOVATION Copyright © 2018 Accenture. All rights reserved. 16 63.00% 55.60% 55.60% 44.40% 33.80% 36.50% 33.30% 26.90% Lack of qualified personnel to support the innovation process Lack of an overall ‘innovation architecture’ Prohibitive legal and regulatory environment Inability to scale and implement long-term innovation after pilots Human Services Innovation Leaders Other Human Services Agencies
  16. 16. When it comes to innovation skills, our research revealed two paradoxical findings about innovation leaders: they are more likely to identify skills as a barrier to innovation, yet nearly three-quarters find it ‘relatively easy’ to find people internally and externally with the right skills. A CLOSER LOOK AT THE SKILLS PARADOX 17 How is this possible? Our research points to three characteristics of Human Services innovation leaders: They do not deny the challenge. Self-awareness of lack of skills and processes is a critical first step. They create the right conditions. While it may never be possible to hire talent with all the right skills, leaders are adept at building targeted skills and establishing key processes for attracting and retaining top talent. They are not afraid to look outside. Leaders are keenly aware that partners can help fill internal skills gaps. They excel at selecting appropriate partners based on the type of innovation and skills required. Copyright © 2018 Accenture. All rights reserved.
  17. 17. Is your Agency ready to embrace innovation and progress towards the Era of Empowerment? Find out by reading our POV Follow the leaders • Align innovation initiatives to strategic goals • Empower your people with a culture that encourages innovation and isn’t afraid of failure • More is better when it comes to partnerships and collaborations • Embrace open data and emerging technologies INNOVATION WITH PURPOSE IS ABOUT LEADERSHIP AND CULTURE, ECOSYSTEMS AND TECHNOLOGY Copyright © 2018 Accenture. All rights reserved. 18
  18. 18. • Australia • Brazil • Canada • France • Germany • Ireland • Italy • South Africa • United Kingdom • United States METHODOLOGY AND DEMOGRAPHICS Copyright © 2018 Accenture. All rights reserved. 19 Employment and social services respondents represented the following levels of government: National/ Federal State/Regional/ Provincial Local 12% 41% 47% Employment and social services respondents have the following job titles: EVP Functional Head (Non IT) Line of Business Head (Non IT) CIO Other C-suite 27% 27% 12% 7% 27% In October 2017, Accenture surveyed 185 employment and social services respondents from 10 countries: Employment and social services respondents operate in agencies with these budget ranges: Large ($20 billion or more) Medium ($2 billion to $19.9 billion) Small ($250 million to $1.9 billion) Very small (less than $250 million) 26% 31% 20% 23% Employment and social services respondents represent agencies with the following headcount ranges: More than 50,000 25,000 to 50,000 10,000 to 25,000 5,000 to 10,000 2,500 to 5,000 Less than 2,500 6% 9% 17% 24% 14% 30% We identified innovation leaders by looking at the mean innovation score for the sector. From there, we identified innovators that were at least one standard deviation higher than the mean. Each of the 10 countries surveyed had at least one agency that emerged as an Innovation Leader.
  19. 19. 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 specialized 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 more than 435,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives. Visit us at www.accenture.com. Copyright © 2018 Accenture. All rights reserved. Laura Hulme Research Specialist Accenture Public Service Accenture Research laura.hulme@accenture.com Shalabh Kumar Singh Research Manager Accenture APAC Health and Public Services Accenture Research shalabh.kumar.singh@accenture.com TO FIND OUT MORE ABOUT DEPLOYING DIGITAL TECHNOLOGIES TO IMPROVE OUTCOMES IN HUMAN SERVICES CONTACT US Gaurav Gujral Managing Director Global Consulting Lead Accenture Social Services g.gujral@accenture.com

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