Estado Futuro fue una conferencia internacional, organizada en conjunto con la  Organización para la Cooperación y el Desarrollo Económicos (OECD) el 30 y 31 de Marzo en el GAM,  que abordo temáticas de innovación en el sector público, donde más de 300 expertos y actores – como Ministros, Jefes de servicio, funcionarios, académicos e innovadores públicos – compartieron experiencias sobre los desafíos que enfrentan hoy los gobiernos para diseñar e implementar sus agendas de innovación pública.  Para saber más de Estado Futuro, ingresa a www.estadofuturo.cl

1. Kit Presentaciones
Conferencia Internacional Innovación Pública Estado Futuro
www.estadofuturo.cl
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2. TOWARDS CULTURAL CHANGE IN GOVERNMENT
EMBEDDING HUMAN-CENTRED DESIGN IN THE PRACTICE OF PUBLIC POLICY
Dr. Jesper Christiansen, Senior Program Manager, Nesta
Email: jesper.christiansen@nesta.org.uk, Twitter: @JesperC_

3. 1) Public policies are usually developed by few people that are not involved in their
implementation (separating policy development and implementation as two different
tasks)
2) Public policy often becomes a quest for clear-cut interventions that idealizes the
theoretical (stability) over practice (changing reality)
3) When policies are considered as failures, they are more likely to be failed by wider
networks of support and validation.
→
Howdo weavoid policies getting stuckonthewrongpathinterms ofcreating impact?
Howdo we enable governments toexperiment withwhatworks?
THE PROBLEMS WITH PUBLIC POLICY…

4. Transforming the processes, skills and culture
of government
• Focus on transforming the
way that government
approaches innovation,
• Uses consultancy services and
training, secondments and
placements, to develop skills
and mind-sets
• Educate and provide insights
and knowledge needed to
empower others inside
government to innovate..
Achieving wider policy and systems
change
• Focus on achieving wider policy
and systems change and
bringing about transformation,
• Look beyond specific
interventions
• to the wider policy context and
complex systems that need to
change,
• Architects, creating the designs
and blueprints that others can
follow
Creating solutions to solve specific challenges
• Focus on solving high priority
problems, and developing
usable and scalable solutions,
Collaborate with colleagues in
government agencies.
• Developers and creators of
innovations.
Engaging citizens, non-profits and businesses to find
new ideas
• Focus on opening up
government to voices and ideas
from outside the system,
• Open innovation and challenge-
led approaches
• Strong communications and
engagement strategies.
• Create conditions for
innovations from outside
government to thrive.
• that others can follow
4 types of

5. 1. Theactive involvement of users at all stages of development (co-creation)
2. Multiple partners from public, private, civic sectors
3. Bringing together different disciplines and approaches from design, social
research, policy, technology, etc.
4. A dedicated space (real or virtual) for experimentation and developing new
ideas.
PUBLIC INNOVATION LABS: A DEFINITION
Adapted fromEuropan Commission (2009): InnoGRIPS report#4

6. “My employeesdo notquestion thenew insightgained
by involving citizens andtakingon a new process to
development.But theyquestionthe consequencesfor
our organization”

8. REDESIGNING PUBLIC POLICY IN THE
DANISH MINISTRY OF EMPLOYMENT

10. REFORMINGTHE DANISHEMPLOYMENTSYSTEM
• Citizen-centred
• Rehabilitation
• Focus oncitizens assetsandresources
• Relational–workingwithcitizens
• ‘Employability’
• Cross-professionalcollaboration

13. NEW KIND OF INTELLIGENCE IN PUBLIC DECISION MAKING
– NOT JUST STATISTICAL DATA…
Purpose:tohighlight andvalidate
Scope:generalizable
Focus:Societalproblemsatscale
Time:point-in-time

14. • making the abstract concrete (screendump)
NEW KIND OF INTELLIGENCE IN PUBLIC DECISION MAKING
– BUT ALSO QUALITATIVE AND ETHNOGRAPHIC DATA…
Purpose:tounderstandandtogenerate
Scope:contextual,complexity,causes
Focus:concreteeverydaylife andhuman-experience
Time:real-time,over time

15. MULTIPLE PARALLEL
EXPERIMENTS
New role descriptions and professional
identification
New competences and skills – coaching and
stewardship
New organizational setup for rehabilitation
practice
Co-owned actions plans
Team-structuredfeedback mechanisms
Etc.

16. CO-CREATINGPUBLICPOLICY
Implementationasanexperimentalprocess
Strategicfocusonunintendedoutcomesandpotentialities in ordertolearn,adaptand
createintended outcomes= betterdynamicbetween policyandpractice
Collaborationandsharedownership
Newrelationshipsandconversationsacrosssilosanddifferentlevels ofgovernment.
Building new organizationalcapacity
Reinventing thepracticeofpolicymakingfromhuman-centreddesign principles

23. Focus We assume… But really... Attention point Consequence
Policyand
implementation
Frontline workers donot
understand the policy
There aretoomany
contradicting
strategies and
intentions
Building bottom-
up constituencies
forchange
Implementation as
experimental process:
opportunity tolearn and test
new hypothesis
Theory of change Change is aproduct ofa
specific planned process
Change through a
broadrangeof
activities
Dynamic between
policy andpractice
Multiple parallel experiments/
‘pipelines of intelligence’
Focus in support
system
Rational understanding of
what should be done
Focus on sense-
making andlocal
ownership
Creating the right
energy in the
system
Creating amandate forchange
through dynamic feedback-
loops
CHANGING THE APPROACH TO PUBLIC POLICY…

24. Thanks for having me!
jesper.christiansen@nesta.org.uk
JesperC_
www.nesta.org.uk