Smart Bergen – digitalisering, innovasjon og omstilling i Bergen kommuneFirst Tuesday Bergen
Bergen kommunes satsing på digitalisering og innovasjon av kommunens tjenester mot innbyggere og næringsliv, samspillet med resten av offentlig sektor og tanker rundt involvering og samspill med leverandører, grundere og markedet i dette arbeidet
INNOVATION med TEORI-U samt EVALUERING oplæg v. Syddansk Universitet af Jakob...Jakob Søndergaard
Ud fra spørgsmålet; INNOVATION, en glidebane eller et U-turn? Sættes der fokus på at diskutere INNOVATION som en disciplin ved udviklingsprocesser, der rækker ud over udvikling af hardware, services, IT-løsninger og lignende 'hands-on-produkter'. INNOVATION bliver med TEORI-U også tandhjulene ved kulturændringer i ledelses- og organisationsfeltet.
Smart Bergen – digitalisering, innovasjon og omstilling i Bergen kommuneFirst Tuesday Bergen
Bergen kommunes satsing på digitalisering og innovasjon av kommunens tjenester mot innbyggere og næringsliv, samspillet med resten av offentlig sektor og tanker rundt involvering og samspill med leverandører, grundere og markedet i dette arbeidet
INNOVATION med TEORI-U samt EVALUERING oplæg v. Syddansk Universitet af Jakob...Jakob Søndergaard
Ud fra spørgsmålet; INNOVATION, en glidebane eller et U-turn? Sættes der fokus på at diskutere INNOVATION som en disciplin ved udviklingsprocesser, der rækker ud over udvikling af hardware, services, IT-løsninger og lignende 'hands-on-produkter'. INNOVATION bliver med TEORI-U også tandhjulene ved kulturændringer i ledelses- og organisationsfeltet.
Innovation i Sundhedssektoren
Hvad driver sundhedsinnovation?
Hvordan værdisættes innovation?
Hvordan kommunikeres innovation?
Hvorfor er kommunikation så vigtigt i market access?
Innovative indkøb i sundheds- og plejesektoren kan bruges som redskab til at skabe værdifulde og bæredygtige velfærdsløsninger.
Disse præsentationer giver et bud på, hvordan dette kan gøres i praksis og tager på forskellig vis fat på værdien i dialog.
Præsentationerne blev vist d.20.november 2014 i forbindelse med en nordisk konference støttet af Nordic Innovation.
Digitalisering handler om mennesker 3.2.2015Seismonaut
Den 3. februar, 2015, afholdt Seismonaut morgenseminar i Aarhus omkring kommuner på sociale medier. I denne præsentation giver vi en introduktion til digitalisering og dens konsekvenser for virksomheder.
The document discusses the collaborative economy in the UK and provides several key points:
1. It outlines Nesta's framework for understanding the diverse range of players and models in the collaborative economy, from startups to communities to corporations.
2. It notes that the collaborative economy is already big business and set to grow, providing examples of sectors like peer-to-peer lending, renting, and transport that have seen savings and growth.
3. It discusses both the opportunities and controversies of the collaborative economy, such as increased income but also unregulated pricing and ensuring access and equality.
4. It explores challenges for regulators around ensuring fair competition, consumer protection, and setting policies to support startups
This document discusses redesigning public governance models through a design approach. It argues that the next governance model cannot be prescribed, but must be discovered through three processes: 1) recognizing complexity through professional empathy and understanding citizen experiences, 2) creating divergence by engaging organizations to explore alternatives, and 3) rehearsing the future by testing and experimenting with new approaches. Public managers can engage with design by questioning assumptions, focusing on outcomes, being comfortable with uncertainty, and making potential futures concrete. This allows discovery of new governance models through co-creation with citizens and employees.
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Similar to Bogreception: Leading Public Sector Innovation /Christian Bason
Innovation i Sundhedssektoren
Hvad driver sundhedsinnovation?
Hvordan værdisættes innovation?
Hvordan kommunikeres innovation?
Hvorfor er kommunikation så vigtigt i market access?
Innovative indkøb i sundheds- og plejesektoren kan bruges som redskab til at skabe værdifulde og bæredygtige velfærdsløsninger.
Disse præsentationer giver et bud på, hvordan dette kan gøres i praksis og tager på forskellig vis fat på værdien i dialog.
Præsentationerne blev vist d.20.november 2014 i forbindelse med en nordisk konference støttet af Nordic Innovation.
Digitalisering handler om mennesker 3.2.2015Seismonaut
Den 3. februar, 2015, afholdt Seismonaut morgenseminar i Aarhus omkring kommuner på sociale medier. I denne præsentation giver vi en introduktion til digitalisering og dens konsekvenser for virksomheder.
The document discusses the collaborative economy in the UK and provides several key points:
1. It outlines Nesta's framework for understanding the diverse range of players and models in the collaborative economy, from startups to communities to corporations.
2. It notes that the collaborative economy is already big business and set to grow, providing examples of sectors like peer-to-peer lending, renting, and transport that have seen savings and growth.
3. It discusses both the opportunities and controversies of the collaborative economy, such as increased income but also unregulated pricing and ensuring access and equality.
4. It explores challenges for regulators around ensuring fair competition, consumer protection, and setting policies to support startups
This document discusses redesigning public governance models through a design approach. It argues that the next governance model cannot be prescribed, but must be discovered through three processes: 1) recognizing complexity through professional empathy and understanding citizen experiences, 2) creating divergence by engaging organizations to explore alternatives, and 3) rehearsing the future by testing and experimenting with new approaches. Public managers can engage with design by questioning assumptions, focusing on outcomes, being comfortable with uncertainty, and making potential futures concrete. This allows discovery of new governance models through co-creation with citizens and employees.
The document discusses opening up the policy making process. It argues that policy advice often draws from a narrow range of views and evidence and does not ensure practical implementation. It questions whether policy makers are choosing the right tools to address complex problems and truly engaging stakeholders with crucial knowledge needed for execution. The document advocates principles of open policy making, including strengthening outcomes through citizen and business perspectives and involvement of stakeholders to turn ideas into practice. It also discusses methods for open policy making and moving towards a new paradigm that embraces complexity, is vision-oriented, citizen-focused, and enables new alliances through facilitation rather than unilateral action.
This document outlines the challenge of accelerating innovation in the European public sector. It proposes establishing an EU-level governance model and innovation platform to systematically drive public sector innovation across member states. Nine specific recommendations are made, including training 50,000 public leaders in innovation, establishing an EU Innovation Lab, setting up innovation delivery teams, and benchmarking public services. The overall ambition is to invest 5 billion euros over 5 years to achieve productivity gains of 50 billion euros through better and lower cost public services.
Public sector organizations are increasingly adopting design approaches to address complex problems. Design thinking focuses on questioning basic assumptions, centering on desired outcomes rather than predetermined solutions, and leading projects into the unknown future instead of making decisions based on past practices. For public managers, a design attitude means proceeding responsibly without a clear best solution, with an aim to invent new approaches and leave things in a better state than before through open-mindedness and focus on positive impact.
Design can become an accepted part of policymaking by positioning it as a way to develop empathy for users and citizens. This requires organizing interdisciplinary teams that apply design methods to policy problems. MindLab in Denmark has worked to establish the legitimacy of design in policy by taking this approach and sharing their journey.
Better lives. Stronger society / Joeri van der SteenhovenMindLab
Governments face increasingly complex economic and social challenges as public resources diminish. Society operates through networks while the public sector uses silos. The MaRS Solutions Lab works with governments, non-profits, businesses, academics and communities to tackle "wicked problems" and create system change around issues like chronic disease, public services, unemployment and food. The lab provides a space for collaborative experimentation and introduces new citizen-centered perspectives using principles of starting with citizens, creating with rather than for users, seeking small interventions with large impacts, and combining diagnosis, action and reflection to deliver improvements.
Chris Sigaloff is considering different approaches to design change to make society smarter. The first approach would be to change the innovation discourse and policy through papers, campaigns and lobbying to improve economic growth and well-being. The second approach would be to change people's capacity to innovate and foster conditions for innovation through learning programs, professional networks and "interventures" to empower problem solving and exploring opportunities. The third approach would be to work directly with everyday people experiencing poor outcomes through "intervention sets" with feedback loops for policymakers, to enable people to flourish by creating or dismantling informal and formal systems.
The document discusses the challenges facing Odense Municipality in delivering welfare services with decreasing economic resources. It presents two choices: cut services proportionally each year or innovate to develop a welfare system that meets current and future demands with fewer resources. The municipality's vision is to deliver more quality with less resources. The new approach involves cooperation, preventative action, focusing on core values and outcomes. Examples provided include digitalization, rehabilitation programs, and empowerment initiatives. The overall strategic focus is exploring new models of government that are truly citizen-centered.
Public Service Re-Form: Towards a New Balance / Jocelyne BourgonMindLab
The document outlines a framework for reforming public service called the New Synthesis Framework. It proposes rethinking, repositioning, and re-framing public administration to better serve the 21st century. The framework involves positioning government to take a broader view, leveraging collective power, and engaging citizens as value creators. It also discusses using the framework to design public reforms that help create adaptive government and a resilient society.
Innovation and design as drivers of social change - what does it take?MindLab
Christian Bason discusses the value of public sector innovation and co-creation/co-production with citizens in developing new public policies and services. He outlines two paradigm shifts - from professionals producing to experts co-creating with citizens, and from authorities providing services to citizens to authorities and citizens co-producing outcomes together. Effective co-creation involves experiencing issues from a citizen's perspective, prototyping ideas, and designing with an understanding of human behavior. Co-production can optimize existing systems or redefine them by investing in new capacities and facilitating platforms for different actors to work together. Public managers face challenges in transitioning to more collaborative models and redesigning systems through co-creation and co-production.
The document discusses several topics related to policymaking in the UK, including:
1) The UK achieves mid-level rankings on governance but spends less on public services than comparable countries. Departments also have high levels of budget control.
2) Concerns about issues like crime, the economy, and immigration have changed over time. People also tend to overestimate risks like crime.
3) Non-economic factors like social relationships strongly impact well-being, but these are often not properly measured or valued. Behavioral insights can also influence policy.
4) While economic growth does not always increase happiness, countries like Denmark seem to have found a formula for higher well-being through
4. Hvad er det vi gerne vil...?
Produktivitet (”effektivisering”)
[fx flere sager behandlet pr. medarbejder, eller pr. krone]
Serviceoplevelse Effekter
[borgernes subjektive [øget vækst,
oplevelse af beskæftigelse,
den ydelse der er leveret] sundhed, etc....]
Demokrati
[inddragelse, transparens
og retssikkerhed]
5. Hvordan få mere for mindre?
Nye Nye
indsigter brugere
Nyt perspektiv
på udfordringen
Nye Nye Nyt perspektiv
på løsninger
leverandører ressourcer
Kilde: Radical efficiency, Innovation Unit, London 2010
7. En global tendens?
‘Hvorfor innovation?’ -> ‘Hvordan innovation?’
Tilfælde, ‘held’ -> Strategisk, ‘systematisk’
Ekspertdreven –> Samudvikling
Innovation i det offentlige er i førende
organisationer på vej til at blive en disciplin...
og ’samudvikling’ er en central tilgang.
8. Innovationens økosystem
MOD
(TIL AT LEDE)
BEVIDSTED SAMUDVIKLING
(ET SPROG OM INNOVATION) (ORKESTRERING AF PROCESSEN)
KAPACITET
(KRAFT TIL INNOVATION)
9. Samudvikling
En systematisk proces for at skabe
nye løsninger med mennesker, ikke for dem:
• Bredere involvering af mennesker
[borgere, virksomheder, partnere, andre]
• Anden form for viden
[også kvalitativ, intuitiv, fortolkende]
• En anden form for proces
[design-drevet]
10. At øve sig på fremtiden
Designprocessen som drivkraft