The document summarizes the findings of a survey conducted by Accenture on government innovation. The survey revealed that majorities of citizens view the private sector as more innovative than government and want governments to work more with the private sector and reinvest savings from innovation into more innovation. A separate government professional survey found that most recognize the need to innovate. The document identifies characteristics of the most innovative governments, or "leaders", including embracing unexpected partnerships, diffusing innovation throughout the organization, and focusing on cultural aspects like continuous idea generation and evaluation of impact.

1. LEARN
FROMTHE
LEADERS
UNLEASHING INNOVATION:
CANADA

2. CITIZENS WANT MORE
2© 2018 Accenture All rights reserved.
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)

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. 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. WHO’S GETTING IT RIGHT?
INNOVATION

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. 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. DOING THAT SETS THEM APART?
ARE THEY ACHIEVING?
WHATARETHEY
WHATRESULTS

9. LEADING
9© 2018 Accenture All rights reserved.
Government innovation leaders are achieving key benefits
at a greater rate than other agencies that havetried innovations:
63%
42%
35%
60%
38%
33%
71%
49%
43%
65%
46%
39%
75%
47%
56%
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
Innovation Leaders Everyone Else Canada

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
LEADERS EMBRACE
Copyright © 2018 Accenture. All rights reserved.
Whotheypartner with
58%
45%
42%
25%
20%
40%
25%
19%
40%
26%
20%
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 Canada

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%
37%
Partner on identifying
priority themes and
building the innovation
agenda
48%
34%
26%
Seek external partners’
views in choosing ideas
for further investigation
54%
37%
41%
Partner for oversight
and governance
44%
27%
33%
Engage a third party to
manage the innovation
process
52%
37%
41%
Fund innovation together
with public partners
Innovation Leaders Everyone Else Canada

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%
33%
Different people oversee
the different parts of the
innovation process
Innovation Leaders Everyone Else Canada

14. 14
OTHER HABITS
Copyright © 2018 Accenture. All rights reserved.
Government innovation leaders stay in
touch about innovation.
Governmentinnovationleaders
makespace—literalandmetaphoric—
tonurturetheworkofinnovation.
60%
38%
41%
52%
31%
30%
48%
30%
33%
73%
36%
35%
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%
44%
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 Canada

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%
50%
We hold innovation- and
ideation-related workshops
with both internal and
external participants
OF INNOVATION LEADERS (CONTINUED)
65%
49%
46%
We associate employees’
names with specific
innovative ideas
65%
45%
44%
We provide opportunities
to work and collaborate
with external partners
75%
48%
56%
We offer relevant
training and learning
for employees
56%
37%
36%
We have opportunities
for honourary placements
or fellowships outside of
our agency
63%
37%
35%
We identify the
“innovator of the month”
58%
42%
43%
We offer honourary
placements, fellowships
or learning opportunities
inside our agency
Innovation Leaders Everyone Else Canada

16. HOW CAN YOU FOLLOW
THELEADERS?

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. 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. 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
BLAIR HOUSE
Managing Director, Accenture