on innovation for/in public sector in Africamlepage
This document discusses innovation in the public sector in Africa. It begins by defining innovation as introducing new practices, processes, products or relationships to achieve specific objectives. The document outlines different types of innovation including at the service and policy levels. It notes some drivers of innovation include political push, competitive pressures, and new technologies. The document also discusses challenges to innovation in the public sector like size, risk aversion, and lack of resources. It provides recommendations to overcome barriers such as encouraging learning, entrepreneurship, and stakeholder involvement. The document aims to provide guidance on how the public sector can better support innovation.
This document provides an agenda and overview for a two-day workshop on leading research and innovation in expert organisations. Day one will cover topics such as culture and leadership, governance models, examples from other organisations, and new ways of working supported by social media. Day two focuses on managing innovation from idea to implementation, portfolio management, reward systems, and stakeholder relationships. Examples of innovative practices from companies like IBM, Google and Lego will be presented, as well as examples from universities and open source communities. The workshop aims to provide participants with tools and examples for enhancing innovation in research centres, governments and corporations.
ILRI Seminar_Presentation by AHall_Our search for effective research and inno...Food_Systems_Innovation
International agricultural research has long searched for effective models to connect research to innovation and impact with mixed success. This has led to a need to invest in understanding innovation practice through learning rather than reliance on universal models. The document argues that establishing a scientific basis to link multi-stakeholder partnership practice with impact requires a framework and evidence on what works. The CGIAR is well positioned to contribute knowledge on how innovation processes work and to develop practices that enable effective contribution to impact.
I3L Powertalk Presentation on Innovation Systems: Implications for research a...Food_Systems_Innovation
On the 5 February 2016, Dr Andy Hall was the guest speaker at the Institute of Life Sciences at the I3L Powertalk series in Jakarta. Dr Hall talked about the Implications of innovation systems for research and policy.
The document provides an agenda and overview for a two-day workshop on leading research and innovation in expert organisations. Day one will cover themes such as culture and leadership, governance models, examples from companies and institutions, and stakeholder relationships. Day two focuses on topics like managing innovation from idea to implementation, new ways of working supported by social media, portfolio management, and reward systems. The workshop aims to provide participants with focused content and group work activities on open innovation practices using examples from companies like IBM, Google, Lego and Philips.
Gault - Defining and measuring innovation in all sectors of the economyinnovationoecd
This document discusses defining and measuring innovation across all sectors of the economy. It proposes generalizing the Oslo Manual's definition of innovation to include the public sector, households, and social innovation. The generalized definition describes innovation as the implementation of a new or significantly changed product or process, where a process includes production, organization, or marketing. Measuring restricted forms of innovation, like sustainable or inclusive innovation, requires additional surveys over longer time periods.
Strengthening the National Innovation System of the Philippines: A continuing...Raymund Habaradas
The document discusses strengthening the Philippine national innovation system. It defines innovation and explains how interaction between institutions is key for a national innovation system. However, the Philippine system faces weaknesses like lack of linkages between knowledge producers and users, lack of continuity in policies, and inadequate funding support for innovation. It proposes strengthening the system by formulating a coherent innovation policy, providing adequate funding, and designing programs to support collaboration between government, industry and academia. The goal is to build a critical mass of innovative Filipino firms and strengthen the four pillars of the National Innovation Strategy known as "Filipinnovation".
Introductory presentation to Saint Lucia stakeholders for consultation on developing innovation strategy and action plan for National Trade Strategy on behalf of International Trade Centre (ITC)
on innovation for/in public sector in Africamlepage
This document discusses innovation in the public sector in Africa. It begins by defining innovation as introducing new practices, processes, products or relationships to achieve specific objectives. The document outlines different types of innovation including at the service and policy levels. It notes some drivers of innovation include political push, competitive pressures, and new technologies. The document also discusses challenges to innovation in the public sector like size, risk aversion, and lack of resources. It provides recommendations to overcome barriers such as encouraging learning, entrepreneurship, and stakeholder involvement. The document aims to provide guidance on how the public sector can better support innovation.
This document provides an agenda and overview for a two-day workshop on leading research and innovation in expert organisations. Day one will cover topics such as culture and leadership, governance models, examples from other organisations, and new ways of working supported by social media. Day two focuses on managing innovation from idea to implementation, portfolio management, reward systems, and stakeholder relationships. Examples of innovative practices from companies like IBM, Google and Lego will be presented, as well as examples from universities and open source communities. The workshop aims to provide participants with tools and examples for enhancing innovation in research centres, governments and corporations.
ILRI Seminar_Presentation by AHall_Our search for effective research and inno...Food_Systems_Innovation
International agricultural research has long searched for effective models to connect research to innovation and impact with mixed success. This has led to a need to invest in understanding innovation practice through learning rather than reliance on universal models. The document argues that establishing a scientific basis to link multi-stakeholder partnership practice with impact requires a framework and evidence on what works. The CGIAR is well positioned to contribute knowledge on how innovation processes work and to develop practices that enable effective contribution to impact.
I3L Powertalk Presentation on Innovation Systems: Implications for research a...Food_Systems_Innovation
On the 5 February 2016, Dr Andy Hall was the guest speaker at the Institute of Life Sciences at the I3L Powertalk series in Jakarta. Dr Hall talked about the Implications of innovation systems for research and policy.
The document provides an agenda and overview for a two-day workshop on leading research and innovation in expert organisations. Day one will cover themes such as culture and leadership, governance models, examples from companies and institutions, and stakeholder relationships. Day two focuses on topics like managing innovation from idea to implementation, new ways of working supported by social media, portfolio management, and reward systems. The workshop aims to provide participants with focused content and group work activities on open innovation practices using examples from companies like IBM, Google, Lego and Philips.
Gault - Defining and measuring innovation in all sectors of the economyinnovationoecd
This document discusses defining and measuring innovation across all sectors of the economy. It proposes generalizing the Oslo Manual's definition of innovation to include the public sector, households, and social innovation. The generalized definition describes innovation as the implementation of a new or significantly changed product or process, where a process includes production, organization, or marketing. Measuring restricted forms of innovation, like sustainable or inclusive innovation, requires additional surveys over longer time periods.
Strengthening the National Innovation System of the Philippines: A continuing...Raymund Habaradas
The document discusses strengthening the Philippine national innovation system. It defines innovation and explains how interaction between institutions is key for a national innovation system. However, the Philippine system faces weaknesses like lack of linkages between knowledge producers and users, lack of continuity in policies, and inadequate funding support for innovation. It proposes strengthening the system by formulating a coherent innovation policy, providing adequate funding, and designing programs to support collaboration between government, industry and academia. The goal is to build a critical mass of innovative Filipino firms and strengthen the four pillars of the National Innovation Strategy known as "Filipinnovation".
Introductory presentation to Saint Lucia stakeholders for consultation on developing innovation strategy and action plan for National Trade Strategy on behalf of International Trade Centre (ITC)
National Innovation Systems & InstitutionsEbru Basak
This document discusses national innovation systems (NIS) from an institutional perspective. It outlines the development of the concept of NIS and defines it as a network of institutions involved in technology development and diffusion within national borders. A systemic approach views innovation as an interactive and cumulative process involving industry, universities, government and other actors. Institutions play key roles in NIS by providing information, managing conflicts, incentivizing innovation, and channeling resources. The functions and components of NIS vary across countries due to different socioeconomic and cultural contexts.
Innovations in Institutional Arrangements: Towards Enabling Continuous Transi...LINKInnovationStudies
[Visit www.innovationstudies.org for more of our work.] Institutional innovation involves enabling new ways of working within an organisation. Two changes have been at centrestage in pressing for institutional innovation in agricultural research and development (ARD): stronger client orientation and greater use of partnerships. Further innovation in ARD Institutions is necessary to reach development goals. It is more sensible to enable institutional change to cope with an evolving situation in a specific context than prescribe changes. Therefore, there is a need to focus on transition rather than on destination in institutional arrangements.
GOVERNMENT PROGRAMMES &POLICIES FOR ENTRE PRENEURSHIPastha117
This document summarizes various government programmes and policies in India to promote entrepreneurship. It discusses programmes run by organizations like SIDBI, NSTEDB, and their initiatives such as STEP, IEDC, EDP, OLPE, EAC, STED, FDP, and TEDP which provide funding, training, and resources to encourage entrepreneurship. It also outlines policies that aim to boost women entrepreneurship through self-help groups, loans, training programs, and addressing socio-economic barriers faced by women entrepreneurs in India. The conclusion emphasizes that the goal of these policies is to nurture entrepreneurial mindsets and assist entrepreneurs while addressing specific challenges faced by women.
Production of Knowledge_D.Foray_chapter3 -EbruBasakEbru Basak
The document discusses different types of knowledge production and research. It describes research as a "distance" activity that is conducted separately from production and consumption in order to allow for specialized knowledge creation. The document outlines four forms of knowledge production: off-line R&D, on-line learning by doing, the search model, and the coordination model. It also distinguishes between three types of research: basic/fundamental research, applied research, and the production of infratechnologies.
This document discusses innovation in governance and public services. It defines different types of innovation and compares innovation in the private and public sectors. The document also outlines three conceptions of governance: traditional public administration, new public management, and networked governance. Each conception pursues innovation differently through the roles of policymakers, public managers, and citizens. While private sector innovation focuses on new technologies and products, public sector innovation faces more limitations and complexity. Further research is needed to understand how context and organizational factors shape the innovation process in public services.
From technology transfer (TT) to agricultural innovation systems (AIS)ILRI
Presented by Iddo Dror at the SEARCA Forum-workshop on Platforms, Rural Advisory Services, and Knowledge Management: Towards Inclusive and Sustainable Agricultural and Rural Development, Los Banos, 17-19 May 2016
This document summarizes a presentation on emergent working practices in knowledge-based organizations. It discusses how boundaries are blurring, hierarchies are flattening, and control is being lost as new ways of working emerge due to social media and information technologies. Case studies from 9 organizations across Europe found that new working practices are based on trust, results-orientation, opportunities, informal communication, learning, and encouragement. They involve communal work, accessing workplaces virtually, and ensuring access to relevant information. While challenging to existing perspectives, new working practices increase transparency, communication, and the ability to locate needed knowledge.
Professor Stephen Roper . International Conference . Taiwan. Experimenting wi...enterpriseresearchcentre
Presentation by Professor Stephen Roper to International Conference - Taiwan.
Experimenting with industrial policy: The UK’s experience of industrial policy making using randomised control trials (RCTs)
Using experiments in innovation policy (short)Nesta
The document discusses using experimentation and randomized controlled trials (RCTs) to develop better innovation policy. It argues that while large amounts are spent on innovation support, there is limited evidence on effectiveness. An experimental approach using RCTs is presented as a smarter, cheaper way to test new policy instruments and scale up effective programs. The document provides an overview of how RCTs work and their benefits over traditional evaluations. It notes few RCTs have been used to study innovation, entrepreneurship and business growth. A new global innovation lab is proposed to increase the use of RCTs by researchers and organizations to generate evidence and insights on effective policy approaches.
Next Steps for Strengthening Agricultural Innovation Systems: A Roadmap for I...LINKInnovationStudies
Agricultural growth will lead to poverty reduction. The innovation systems concept is a useful way of thinking about how to mobilise knowledge that suits the contemporary agricultural development situation. This requires new forms of capacity development at a systems level, but what is the road map to achieving this?
The document discusses the realities of innovation and its implications for projects. It states that innovation is a knowledge-intensive process that uses knowledge and ideas to create social and economic value. It also notes that innovation can involve new technologies, organizations, marketing strategies, or policies. The document emphasizes that innovation is an integrated and evolving process that requires diverse partnerships, including farmers, researchers, private sector, and government. It concludes that projects need flexibility to tackle multiple types of innovations, identify new problems and partners over time, and systematically reflect on successes and challenges.
Systems views of innovation are becoming increasingly important to agricultural research. 'New' Agriculture is situated in a global context that is evolving very rapidly with many different players. It requires rapid response and adaptation to this complex and changing context. Innovation Systems is thus critical as it is a means of organising thinking on ways of promoting innovation in complex, continuously changing environments with many actors and where straightforward technology transfer approaches are unlikely to work
Innovation systems and value chain approaches: From principles to practiceILRI
The document discusses innovation systems and value chain approaches for agricultural development. It notes the limitations of linear technology transfer models and emphasizes the importance of integrating stakeholders. Key points include: innovation platforms bring together actors along value chains to identify problems and solutions; gender integration is important; and action learning, learning alliances, and pilot testing help scale up innovations through a participatory process.
This document discusses emerging industries, open innovation, and innovation policies to support emerging industries using open innovation approaches. It defines emerging industries as new industries in the earliest stages of development involving new technologies. Open innovation is described as combining internal and external ideas and pathways to market. The document proposes that innovation policies aim to promote open innovation projects between firms, universities, and pioneers of new technologies in order to identify and develop promising new industries, rather than trying to predict specific industries. This approach could help emerging industries form through collaboration and pooling of resources.
2016 - Lecture 4 position the national and competitive environmentNadia Lushchak
The document discusses national systems of innovation and provides examples from different countries. It describes how factors like patterns of national demand, competitive rivalry, competencies in production and research, institutions related to finance and management, and learning from foreign systems can influence a country's national innovation system. It also notes that Ukraine ranked 33rd in the 2015 Global Innovation Index, a significant jump from 49th the previous year, and was in the top 10 countries by high-tech patent filings per capita and R&D spending.
Innovation Platforms for increasing impact of research in Mozambique & IndiaFood_Systems_Innovation
Michaela Cosijn (CSIRO) presentation to the 'John Dillon Fellows' Workshop in Canberra in March 2015 & the 'Australian Award Fellowship' in Sydney in May 2015 on how successful collaborations and partnerships using innovation platforms can increase the impact of research.
Beyond Europe: Priorities for Strengthening Agricultural Innovation Capacity ...LINKInnovationStudies
We are now entering the age of the "New Philanthropists', soon to become the biggest source of agricultural R&D grant-giving. Against this backdrop, and taking into aacount how national identities shape views on how science, technology and innovation should be “done”, an Englishman and a Dutchman share their personal fantasies about how they would spend their hypothetical millions in grants.
Enabling continuous and discontinuous innovation learning from the private se...Jayti Srivastava
This article discusses innovation management in both the public and private sectors. It argues that while much research has focused on private sector innovation, the core innovation processes are equally relevant for public organizations. The article outlines a generic innovation process that all organizations face, including searching for opportunities, selecting projects, implementing innovations, and learning. It also discusses the challenges of managing both continuous, or incremental, innovation as well as discontinuous innovation in times of change. The article advocates that organizations develop routines to enable different types of innovation.
By Ponniah Anandajayasekeram.
Presented at the ASTI-FARA conference Agricultural R&D: Investing in Africa's Future: Analyzing Trends, Challenges, and Opportunities - Accra, Ghana on December 5-7, 2011. http://www.asti.cgiar.org/2011conf
Agricultural Innovation Systems: The Strengthening of DiversityLINKInnovationStudies
The theme for this presentation is the existence of and the increasing need for a diverse and expanding repertoire of ways of organising innovation in order to cope with the complex and fast-changing agricultural scenario. Accordingly, the challenge is not just to recognise this, but also how to enable the creation of this innovation diversity and how to reposition agricultural research within this rapidly changing landscape.
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.
Ict enabled public sector innovation in h2020SarahBuelens
1) The document discusses ICT-enabled public sector innovation opportunities in Horizon 2020, the EU's research and innovation program.
2) Key areas of focus include open government through open data, processes, and services to empower citizens, increase transparency and efficiency.
3) Specific Horizon 2020 calls are identified that relate to ICT-enabled public sector innovation in areas like open participation, personalised mobile public services, and using emerging technologies in government.
National Innovation Systems & InstitutionsEbru Basak
This document discusses national innovation systems (NIS) from an institutional perspective. It outlines the development of the concept of NIS and defines it as a network of institutions involved in technology development and diffusion within national borders. A systemic approach views innovation as an interactive and cumulative process involving industry, universities, government and other actors. Institutions play key roles in NIS by providing information, managing conflicts, incentivizing innovation, and channeling resources. The functions and components of NIS vary across countries due to different socioeconomic and cultural contexts.
Innovations in Institutional Arrangements: Towards Enabling Continuous Transi...LINKInnovationStudies
[Visit www.innovationstudies.org for more of our work.] Institutional innovation involves enabling new ways of working within an organisation. Two changes have been at centrestage in pressing for institutional innovation in agricultural research and development (ARD): stronger client orientation and greater use of partnerships. Further innovation in ARD Institutions is necessary to reach development goals. It is more sensible to enable institutional change to cope with an evolving situation in a specific context than prescribe changes. Therefore, there is a need to focus on transition rather than on destination in institutional arrangements.
GOVERNMENT PROGRAMMES &POLICIES FOR ENTRE PRENEURSHIPastha117
This document summarizes various government programmes and policies in India to promote entrepreneurship. It discusses programmes run by organizations like SIDBI, NSTEDB, and their initiatives such as STEP, IEDC, EDP, OLPE, EAC, STED, FDP, and TEDP which provide funding, training, and resources to encourage entrepreneurship. It also outlines policies that aim to boost women entrepreneurship through self-help groups, loans, training programs, and addressing socio-economic barriers faced by women entrepreneurs in India. The conclusion emphasizes that the goal of these policies is to nurture entrepreneurial mindsets and assist entrepreneurs while addressing specific challenges faced by women.
Production of Knowledge_D.Foray_chapter3 -EbruBasakEbru Basak
The document discusses different types of knowledge production and research. It describes research as a "distance" activity that is conducted separately from production and consumption in order to allow for specialized knowledge creation. The document outlines four forms of knowledge production: off-line R&D, on-line learning by doing, the search model, and the coordination model. It also distinguishes between three types of research: basic/fundamental research, applied research, and the production of infratechnologies.
This document discusses innovation in governance and public services. It defines different types of innovation and compares innovation in the private and public sectors. The document also outlines three conceptions of governance: traditional public administration, new public management, and networked governance. Each conception pursues innovation differently through the roles of policymakers, public managers, and citizens. While private sector innovation focuses on new technologies and products, public sector innovation faces more limitations and complexity. Further research is needed to understand how context and organizational factors shape the innovation process in public services.
From technology transfer (TT) to agricultural innovation systems (AIS)ILRI
Presented by Iddo Dror at the SEARCA Forum-workshop on Platforms, Rural Advisory Services, and Knowledge Management: Towards Inclusive and Sustainable Agricultural and Rural Development, Los Banos, 17-19 May 2016
This document summarizes a presentation on emergent working practices in knowledge-based organizations. It discusses how boundaries are blurring, hierarchies are flattening, and control is being lost as new ways of working emerge due to social media and information technologies. Case studies from 9 organizations across Europe found that new working practices are based on trust, results-orientation, opportunities, informal communication, learning, and encouragement. They involve communal work, accessing workplaces virtually, and ensuring access to relevant information. While challenging to existing perspectives, new working practices increase transparency, communication, and the ability to locate needed knowledge.
Professor Stephen Roper . International Conference . Taiwan. Experimenting wi...enterpriseresearchcentre
Presentation by Professor Stephen Roper to International Conference - Taiwan.
Experimenting with industrial policy: The UK’s experience of industrial policy making using randomised control trials (RCTs)
Using experiments in innovation policy (short)Nesta
The document discusses using experimentation and randomized controlled trials (RCTs) to develop better innovation policy. It argues that while large amounts are spent on innovation support, there is limited evidence on effectiveness. An experimental approach using RCTs is presented as a smarter, cheaper way to test new policy instruments and scale up effective programs. The document provides an overview of how RCTs work and their benefits over traditional evaluations. It notes few RCTs have been used to study innovation, entrepreneurship and business growth. A new global innovation lab is proposed to increase the use of RCTs by researchers and organizations to generate evidence and insights on effective policy approaches.
Next Steps for Strengthening Agricultural Innovation Systems: A Roadmap for I...LINKInnovationStudies
Agricultural growth will lead to poverty reduction. The innovation systems concept is a useful way of thinking about how to mobilise knowledge that suits the contemporary agricultural development situation. This requires new forms of capacity development at a systems level, but what is the road map to achieving this?
The document discusses the realities of innovation and its implications for projects. It states that innovation is a knowledge-intensive process that uses knowledge and ideas to create social and economic value. It also notes that innovation can involve new technologies, organizations, marketing strategies, or policies. The document emphasizes that innovation is an integrated and evolving process that requires diverse partnerships, including farmers, researchers, private sector, and government. It concludes that projects need flexibility to tackle multiple types of innovations, identify new problems and partners over time, and systematically reflect on successes and challenges.
Systems views of innovation are becoming increasingly important to agricultural research. 'New' Agriculture is situated in a global context that is evolving very rapidly with many different players. It requires rapid response and adaptation to this complex and changing context. Innovation Systems is thus critical as it is a means of organising thinking on ways of promoting innovation in complex, continuously changing environments with many actors and where straightforward technology transfer approaches are unlikely to work
Innovation systems and value chain approaches: From principles to practiceILRI
The document discusses innovation systems and value chain approaches for agricultural development. It notes the limitations of linear technology transfer models and emphasizes the importance of integrating stakeholders. Key points include: innovation platforms bring together actors along value chains to identify problems and solutions; gender integration is important; and action learning, learning alliances, and pilot testing help scale up innovations through a participatory process.
This document discusses emerging industries, open innovation, and innovation policies to support emerging industries using open innovation approaches. It defines emerging industries as new industries in the earliest stages of development involving new technologies. Open innovation is described as combining internal and external ideas and pathways to market. The document proposes that innovation policies aim to promote open innovation projects between firms, universities, and pioneers of new technologies in order to identify and develop promising new industries, rather than trying to predict specific industries. This approach could help emerging industries form through collaboration and pooling of resources.
2016 - Lecture 4 position the national and competitive environmentNadia Lushchak
The document discusses national systems of innovation and provides examples from different countries. It describes how factors like patterns of national demand, competitive rivalry, competencies in production and research, institutions related to finance and management, and learning from foreign systems can influence a country's national innovation system. It also notes that Ukraine ranked 33rd in the 2015 Global Innovation Index, a significant jump from 49th the previous year, and was in the top 10 countries by high-tech patent filings per capita and R&D spending.
Innovation Platforms for increasing impact of research in Mozambique & IndiaFood_Systems_Innovation
Michaela Cosijn (CSIRO) presentation to the 'John Dillon Fellows' Workshop in Canberra in March 2015 & the 'Australian Award Fellowship' in Sydney in May 2015 on how successful collaborations and partnerships using innovation platforms can increase the impact of research.
Beyond Europe: Priorities for Strengthening Agricultural Innovation Capacity ...LINKInnovationStudies
We are now entering the age of the "New Philanthropists', soon to become the biggest source of agricultural R&D grant-giving. Against this backdrop, and taking into aacount how national identities shape views on how science, technology and innovation should be “done”, an Englishman and a Dutchman share their personal fantasies about how they would spend their hypothetical millions in grants.
Enabling continuous and discontinuous innovation learning from the private se...Jayti Srivastava
This article discusses innovation management in both the public and private sectors. It argues that while much research has focused on private sector innovation, the core innovation processes are equally relevant for public organizations. The article outlines a generic innovation process that all organizations face, including searching for opportunities, selecting projects, implementing innovations, and learning. It also discusses the challenges of managing both continuous, or incremental, innovation as well as discontinuous innovation in times of change. The article advocates that organizations develop routines to enable different types of innovation.
By Ponniah Anandajayasekeram.
Presented at the ASTI-FARA conference Agricultural R&D: Investing in Africa's Future: Analyzing Trends, Challenges, and Opportunities - Accra, Ghana on December 5-7, 2011. http://www.asti.cgiar.org/2011conf
Agricultural Innovation Systems: The Strengthening of DiversityLINKInnovationStudies
The theme for this presentation is the existence of and the increasing need for a diverse and expanding repertoire of ways of organising innovation in order to cope with the complex and fast-changing agricultural scenario. Accordingly, the challenge is not just to recognise this, but also how to enable the creation of this innovation diversity and how to reposition agricultural research within this rapidly changing landscape.
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.
Ict enabled public sector innovation in h2020SarahBuelens
1) The document discusses ICT-enabled public sector innovation opportunities in Horizon 2020, the EU's research and innovation program.
2) Key areas of focus include open government through open data, processes, and services to empower citizens, increase transparency and efficiency.
3) Specific Horizon 2020 calls are identified that relate to ICT-enabled public sector innovation in areas like open participation, personalised mobile public services, and using emerging technologies in government.
Dr Palie Smart, Senior Lecturer in Strategic Innovation Management at Cranfield University, speaking at a workshop on innovation hosted by the West Midlands Regional Observatory in Birmingham on 19 March 2009.
The document discusses the nature and characteristics of services. It notes that services are intangible, inseparable, variable, and perishable. It also discusses the distinctive characteristics of services like intangibility where services cannot be seen before purchase. It discusses how marketers can address these characteristics through strategies like standardizing service delivery to reduce variability. The document also discusses marketing strategies for services, noting people, physical evidence, and process must be considered in addition to the traditional 4Ps. It emphasizes the importance of internal marketing to train employees.
The document discusses the differences between services and goods. It notes that services are intangible, perishable, and produced and consumed simultaneously. Services also vary between customers and cannot be inventoried. The document outlines various classifications of services, including how customized they are and whether transactions are discrete or continuous. It discusses the different types of customer relationships with service organizations and the degree to which personnel must exercise judgment to meet customer needs.
A presentation by Irving Wladawsky-Berger, former chief technology officer at IBM on the future of innovation in the service sector. Given at Imperial College Business School on 13 October 2009.
IN THIS SUMMARY
In Service Innovation, innovation strategist Lance A. Bettencourt shows marketers what they need to do to ensure that customers’ service needs are met. Based on the author’s nearly 20 years of experience helping major corporations in the insurance, financial services, information services, professional services, and other service industries innovate, the book provides concrete, practical advice on crafting strategies that will help companies develop the innovative services they need to remain or become competitive. It shows readers how they can adopt outcome-driven innovation, which focuses on what the customer wants to achieve. Although the book’s focus is on services, most of its insights and recommendations also apply to product innovation as well.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/service-innovation
Classification and Characteristics of a serviceSanchit
The document discusses the key characteristics and classifications of services. It identifies 8 main characteristics of services: intangibility, perishability, inseparability, heterogeneity, ownership, simultaneity, quality measurement, and nature of demand. Services are also classified in several ways, including based on customer involvement (people processing, possession processing, mental stimulus processing, information processing). They can also be classified based on tangibility, whether linked to tangible goods or not. Services are further classified based on business orientation, skill/expertise requirements, and end user (consumer, business-to-business, industrial).
En conjunto con el Centro de Innovación UC el jueves 14 de Mayo se realizó el
Meetup: "¿Por qué innovar desde el Estado? Laboratorios de innovación pública en el contexto mundial. Este Meetup contó Brenton Caffin, Director of Innovation Skills de Nesta, como orador principal.
Nesta es la ONG líder británica en innovación pública y social, y posee alto expertise en innovación abierta, metodologías de diseño para procesos de innovación pública e incubación de soluciones, y en procesos de inversión en innovación social con medición de impacto.
Systems approach to university research chairs pre proposal workshop-mb [comp...The Scinnovent Centre
This document summarizes Maurice Bolo's presentation on applying systems approaches to university research chairs programmes in Kenya. The presentation outlines that the context for science is changing from a linear "Mode 1" approach to a more interactive "Mode 2" approach. It emphasizes that research should be participatory and avoid isolated "ivory tower" work. It also discusses how Kenya can enhance its competitiveness through research chairs by improving its research environment and infrastructure, training, innovation, and skilled workforce. The presentation recommends organizational, methodological, and personal changes to adopt a systems approach - including participatory problem-solving, multi-disciplinary teams, and interactive learning. It closes by discussing applying these approaches to agri-biotech and health innovation systems
The document discusses innovation in the public sector based on findings from the PUBLIN project. It defines innovation as new practices, processes, products, or organizational relationships introduced with a specific objective in mind. The document outlines types and drivers of innovation, as well as common barriers such as risk aversion, professional resistance, and lack of resources. It provides recommendations to promote innovation through learning and networking, entrepreneurship, combating institutional barriers, stakeholder engagement, and developing a holistic innovation policy.
Coaching Material about innovation processes - part 1.pdfBrodoto
This document introduces coaching material about social innovation processes. It aims to define key terminology around social innovation and provide examples of where social innovations emerge. The objectives are to introduce basic definitions, showcase regional social innovation examples, and provide a framework for understanding the importance and impact of social innovations. Learning outcomes include being able to use social innovation terminology, recognize and evaluate social innovations, and understand the multidisciplinary nature and factors that influence social innovations.
Dr. G. Syamala discusses innovation in a document for the Department of Commerce at Savitribai Phule Pune University. Innovation involves applying creative solutions to appropriate situations. It is the ability to overcome situations using common sense. Innovation differs from invention in that it results in new products, services or processes through the transformation of ideas. Characteristics of innovation include being intentional, challenging, and aiming to benefit an organization. Types of innovation discussed include product, process, radical, incremental, and social innovation. Innovation management concerns planning, organizing and controlling innovation efforts to foster creativity and achieve organizational goals.
The document discusses measuring the impact of social innovation. It makes three key points:
1. Measuring the impact of social innovation is challenging due to its complex, long-term nature and dependence on social contexts.
2. Universities should better support the evaluation of social innovation through monitoring inputs/outputs, using relevant indicators, and developing new evaluation models like developmental evaluation.
3. Networks like OLTIS, CLT, and RQIS in Quebec help catalyze social innovation and support its evaluation through knowledge transfer between researchers and communities.
R. Malagrida: Responsible Research and Innovation, a new paradigm in Horizon ...Brussels, Belgium
Responsible Research and Innovation (RRI) aims to transform the relationship between science and society by making stakeholders mutually responsive and sharing responsibility for research outcomes and processes. RRI involves inclusive participation from researchers, policymakers, industry, civil society, and educators. It seeks to ensure research and innovation outcomes are ethically acceptable, sustainable, and socially desirable, helping solve societal challenges. Examples show RRI is already a reality through governance structures, public engagement activities, and community advisory boards that influence research agendas and practices.
Creative Councils - How to Innovate in Local GovernmentHub Launchpad
The Innovation Lab runs programs to support new ideas that help people and organizations, funded by a £320m endowment. It provides grants, expertise, and research to stimulate innovation in health, aging, education, local government, and other areas. The Lab supports the development of innovation skills and helps bring great ideas to life through funding and resources. It aims to generate many ideas and implement those that can create positive change through various support like loans, equity, and developing business models. The Lab works with local governments through its Creative Councils program to develop and test transformative solutions to challenges facing public services.
Salazar - Towards more inclusive science and innovations indicatorsinnovationoecd
The document summarizes a panel discussion at the OECD Blue Sky Forum III on developing more inclusive science and innovation indicators. The panelists discussed developing indicators that capture innovation in non-mainstream areas, socially excluded groups, local contexts, and developing world. They also addressed how to measure culture of innovation in a society and promote socially responsible research policies. Suggestions included defining frameworks for new metrics, establishing goals, ensuring replicability, and evaluating impact on policy and society.
Social Revolutions are new strategies, concepts,ideas and organizations that meet the social needs of different elements which can be from working conditions and education to community development and health ,they extend and strengthen civil society.
Social Revolution includes the social processes of innovation, such as open source methods and techniques and also the innovations which have a social purpose like microcredit or distance learning.
Social Innovation & Open Innovation - Coaching Material for Social Entrepreneursikosom GmbH
Definition of Social Innovation, Open Innovation and Co-Design in Social Business contexts. This slide is part of the project "CE-RESPONSIBLE " by Interreg Central Europe. Hear the presentation at www.net4socialimpact.eu
Jordi Molas Gallart-La empresa y las políticas de innovación transformadorasFundación Ramón Areces
El 25 de abril de 2017 organizamos en la Fundación Ramón Areces una mesa redonda sobre 'La empresa y las políticas de innovación transformadoras'. En este foro participaron, entre otros, Totti Konnola, CEO de Insight Foresight Institute; Luis Fernando Álvarez-Gascón Pérez, Director General GMV secure eSolutions; y Francisco Marín, Director General del CDTI. Esta actividad se celebró en colaboración con el Grupo de Investigación en Economía y Política de la Innovación de la Universidad Complutense de Madrid (GRINEI-UCM) y el Foro de Empresas Innovadoras (FEI).
This document provides guidance on writing impact statements for grant applications. It discusses funder expectations around impact, defining impact, knowledge exchange activities, identifying potential beneficiaries, effective engagement strategies, and tips for developing a credible impact plan. Resources for further assistance are also listed. The overall aim is to help researchers understand how to plan for and communicate potential societal and economic impacts from their work beyond academia.
El 25 de abril de 2017 organizamos en la Fundación Ramón Areces una mesa redonda sobre 'La empresa y las políticas de innovación transformadoras'. En este foro participaron, entre otros, Totti Konnola, CEO de Insight Foresight Institute; Luis Fernando Álvarez-Gascón Pérez, Director General GMV secure eSolutions; y Francisco Marín, Director General del CDTI. Esta actividad se celebró en colaboración con el Grupo de Investigación en Economía y Política de la Innovación de la Universidad Complutense de Madrid (GRINEI-UCM) y el Foro de Empresas Innovadoras (FEI).
José Molero/José María Insense-La empresa y las políticas de innovación trans...Fundación Ramón Areces
El 25 de abril de 2017 organizamos en la Fundación Ramón Areces una mesa redonda sobre 'La empresa y las políticas de innovación transformadoras'. En este foro participaron, entre otros, Totti Konnola, CEO de Insight Foresight Institute; Luis Fernando Álvarez-Gascón Pérez, Director General GMV secure eSolutions; y Francisco Marín, Director General del CDTI. Esta actividad se celebró en colaboración con el Grupo de Investigación en Economía y Política de la Innovación de la Universidad Complutense de Madrid (GRINEI-UCM) y el Foro de Empresas Innovadoras (FEI).
Similar to Innovation for the Public Sector in Africa (20)
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slides used during my intervention at the Future Urban Legacy Lab (FULL) event "innovation & startups in African cities"
http://urbanlegacylab.net/events/innovation-and-startups-in-african-cities/
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Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
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Contributi dei parlamentari del PD - Contributi L. 3/2019Partito democratico
DI SEGUITO SONO PUBBLICATI, AI SENSI DELL'ART. 11 DELLA LEGGE N. 3/2019, GLI IMPORTI RICEVUTI DALL'ENTRATA IN VIGORE DELLA SUDDETTA NORMA (31/01/2019) E FINO AL MESE SOLARE ANTECEDENTE QUELLO DELLA PUBBLICAZIONE SUL PRESENTE SITO
4. 4
Innovation means change of behaviour
with a specific objective in mind
• Innovation is much more than science &
technology
• Innovation is “doing something new i.e.
introducing a new practice or process,
creating a new product (good or service),
or adopting a new pattern of intra – or inter-
organisational relationships (including the
delivery of goods and services)”.
• “innovation is not merely synonymous with
change. Ongoing change is a feature of
most… organisations. For example the
recruitment of new workers constitutes
change but is an innovative step only
where such workers are introduced in order
to import new knowledge or carry out novel
tasks”.
5. 5
Types of innovation
• Service level
– New characteristics or design of service products
and production processes
– New or altered ways of delivering services or
interacting with clients or solving tasks
– New or altered ways in organising or administrating
activities
– New or altered ways of interacting with other
organisations and knowledge bases
– New world views, belief systems, missions and
strategies.
• Policy level
– New or altered policies and policy instruments
– New or altered ways in organising or administrating
activities
– New or improved ways of interacting with other
organisations and knowledge bases
– New world views, belief systems, missions and
strategies.
6. 6
Innovation is learning
• The process of solving problems
by doing something new
requires specific competences
• Hence learning is an integrated
part of innovation
• Public innovation does not take
place in isolation, the private
and non for profit/voluntary
sectors are involved in both
learning and innovation.
12. 12
3 Principles
• No Innovation in Isolation. We innovate to do
Development Better. Innovation is about
needs and solutions.
• Innovation is not high-tech. Innovation is 5%
technology and 95% imagination. Social
Innovation is about Behavioural Science.
• Steal with Pride! The best knowledge is
probably outside the room. Partner to deliver.
Reach out to the young crowd.
17. 17
17
Few
judges
Low yearly
allocation of
financial resources
to hiring new
judges
Low yearly allocation
of financial resources
to building new
infrastructure
Identify one
problem and
ask why
Few court
houses
Lack of
strategic
planning
Lack of
strategic
allocation
Low budget
execution
Little bailiff
assistance
Identifying PFM bottlenecks through problem-solving in
the justice sector in Mozambique
WeakPublicFinancialManagement
Failure
to
adjudica
te case
on time
Ask Why
again
Ask Why
again
Service delivery
Coaches to
make gov
officials
collaborate
INNOVATION!
23. 23
23
Innovation in practice to overcome public
sector constraints
PROBLEMS
Lack of Inter-ministerial
coordination
Implementation slowness
Difficulty to reach
consensus
No clear link to service
delivery
No deep understanding of
citizen needs
No enough learning during
implementation
INNOVATION!
Hire coaches/facilitators and create
space for dialogue to identify problems
and propose solutions (Mozambique)
Apply a new concept of leadership for
gov officials to work together (Guinea)
Observe (Madagascar) and use of
ethnographic analysis (Tunisia) to
better understand customers/citizens
Prototype solutions on service delivery
(Tunisia?)
Develop a KM platform as a learning
tool (Madagascar)
31. 31
Innovation in public sector
Some of UNDP’s work with PS & innovation
• Service re design in Moldova with the national innovation
lab
• Re inventing public services with the users in Georgia
• Why don’t we redesign the space from the perspective of
both provider (police) and user (community)?
• Turkey’s elderly care policies
• Foresight for the public sector of the future in Mauritius
• Co design of public services in Asia
32. 32
• SoPs
•“Lessons learned”
• CoPs
• Good practice
?
KM
Codification
Complicated
Complex
Procedure
Complex world, sophisticated clients
Complexity
33. 33
What does this look like?
Intractable problems
Anti Social Behaviour
Substance misuse
Long-term unemployment
Emerging problems
Unplanned urbanization
Climate change
Chronic health
Expectations
Convenience
Quality
Accessibility
Internet native
Delivery landscape
Funding cuts
Re-structuring public
sector
“More with less”
34. 34
Why is this important?
• Public sector is a huge area of expenditure,
employment, etc. – and under heavy political
pressure and facing challenges of social change
(e.g. ageing). Innovation is vital for increasing
efficiency, for delivering new and better quality
services
• Important market for innovative products (goods
and services) from across economy – impact of
public procurement on innovation systems
• Important demonstrator of scope for new services,
infrastructures and standards
35. 35
Challenges in a nutshell
• How to deliver
improved services
• in better ways
• with tighter budgets
• in a risk averse
culture
• to citizens with
increasingly higher
expectations.
Public
Sector
36. 36
Innovation & Public Sector Reform
• “New public management”
– Features: quasi-markets
– Indicators and targets
– Performance measurement
• Acted upon!
– Outsourcing
• Key Assumption (here):
competition drives innovation
– Learning (esp organisational innovation?)
– Individuals will be motivated
– Organisations will be motivated
37. 37
•Beyond technological innovation
•Beyond classic product and
process innovation (delivery,
interfaces)
•Policy innovation, organisational
innovation, and more
•Innovation versus change
SERVICES INNOVATION:
38. 38
The institution centred innovation system
CORE
INSITUTION
Institution
providing
services
Main
coordinator of
innovation
process
Company
(service
provider)
Company
(technology
provider)
Ministry Public agency
Third sector
service
provider
NGO
Other
institutions
Local
authority
Sub branches
of main
organisation
Users/clients
Citizens
R&D
department
in company
University
department
Government
laboratory
Research
institute
Simplified model of a knowledge community seen from the institutional viewpoint. Normally only a few of these
institutional types will be involved in a specific innovation process. There will be interaction between many of the
parties involved.
40. 40
Size and complexity
• The public sectors comprise an extremely complex and large-scale
organisational entities (e.g. the health sector)
• Localised skills shortages and gaps, lack of clear agreement with
respect to perceived problems, approaches and solutions, overlap in
responsibilities, and communication difficulties.
The division between
barriers and drivers is partly
based on D19 Innovation in
the health sector – case
study analysis, by Paul
Cunningham.
Recommendations from
various PUBLIN reports
41. 41
Heritage and legacy
• The size and complexity leads to the development
of internal barriers and, in the worst case scenario,
the development of “silo mentalities” wherein
parallel systems maintain their own organisational
norms, beliefs and practices with little
communication with each other.
• Public sector organisations are frequently prone to
entrenched belief systems, practices and
procedures – that which has worked in the past is
seen as good practice.
• The systemic impact of innovation and change is
often viewed as an unwelcome perturbation to the
overall functioning of the organisation.
• A tendency to adopt the “not invented here” attitude
with an unwillingness to accept novel ideas from
outside the immediate organisational peer group.
• Turf wars, struggles for power and moneyIn Interviews, PS staff perceive barriers to innovation as deriving
from:
• Public service’s leadership and management (i.e., budget cuts or
poor allocation of budget funds, and poor leadership).
• Traditional regulations and work routines
• Internal and external politics
• Employee resistance
• Poor learning environment
42. 42
Risk aversion
• There is an inherent resistance
to undertake or implement
changes which may result in an
increased probability of risk (e.g.
to the patient or user of PS).
• Public service managers and
politicians are very wary of
enacting changes that may
result in negative outcomes,
particularly if there is the risk
that these will attract media
focus. A blame culture, with its
associated high levels of
accountability.
• In surveys: Obstacles to
innovation are predominantly
considered to be internal to the
organisation
Minister of Administration Jim Hacker: “I begin to see
that senior civil servant in the open structure have,
surprisingly enough, almost as brilliant minds as they
themselves would claim to have. However, since there
are virtually no goals or targets that can be achieved by
a civil servant personally, his high IQ is usually devoted
to the avoidance of error.” Yes Minister
43. 43
Professional resistance
• Distinct and well-established professional
groupings, with their own communities of
practice, rationales, and perspectives. These
tend to adhere to their established roles, and
associated policy agendas.
• A lack of dialogue between different parts of
the public system, horizontally or vertically,
between different professional groups may
also hinder innovation and its dissemination.
44. 44
Pace and scale of change
• Many public administrations, for a variety
of political and policy reasons have over
recent years been subject to a large
number of often radical changes.
• The systems become “innovation-fatigued”
and resistant to further change.
45. 45
Absence of resources
• A lack of financial support, either in a general
context or specifically for the support of
innovation
• Shortages in relevant skills or other support
services required for the implementation of
innovations.
• Lack of resources – time and funding -- for
systematic learning (reading material,
conference participation, networking)
• The systemic nature of the impacts of
innovation, whilst relieving pressure on one
part of the system may result in a shift of the
problem or bottleneck to another part of the
system.
• The general desire to improve the quality of
e.g health provision often entails the need to
expend additional resources – not all
innovation is aimed at economic efficiencies.
47. 47
Political push
• Strategic change in the public
sector frequently requires a strong,
top-down, political will coupled with
the political recognition that
change requires the allocation of
substantial resources.
• External facilitators can include
– the UN or RECs (SADC)
– the legislature or national initiatives
– information, learning, and
networking.
• Public demand can lead to political
push
48. 48
Competitive drivers
• The use of performance targets to
derive “league tables” can
encourage the use of innovative
approaches in order to force up
performance ratings.
• Performance targets may mobilize
political efforts towards certain
goals (SADC integration agenda)
• However, the use of such targets,
indicators and league tables often
distorts operational behaviours,
sometimes with unintended and
deleterious consequences.
49. 49
Technological factors
• Technological innovation can be a strong
determinant or driver for subsequent innovation.
–The introduction or availability of
new technology (for example,
telemedicine or advanced data
storage and handling
capabilities, etc.) may provide an
opportunity for another form of
innovation (process,
organisational, delivery, system
interaction, etc.) to take place or
to be implemented.
50. 50
NGOs generates innovation
• NGOs and the civil society they represent are
very important for a number of reasons:
– Being agile and flexible, they seem to have a type of
creativity and climate for entrepreneurship which is
not possible in public organizations.
– They have networks to dedicated people and local
chapters which represent potentially powerful
resources of human capital and creativity.
– NGOs (as proved in transition countries) may have
access to additional financial resources and in this
way be crucial in the research, evaluation or piloting of
the innovation.
– In a policy perspective, the significance of civil society
should be recognized and given opportunities for
development.
52. 52
Private companies generate innovation
• By delivering technology,
goods and services
• By being service providers
“Privatization” can mean so much
• Outsourcing to private companies and NGOs
• Giving public institutions more independence
• Turning public institutions into state owned
companies
• Selling state owned companies
54. 54
Learning and networking
• Encourage a high degree of reflexivity – essential an ability to demonstrate
organisational learning.
• Develop inter- and intra- organizational networking, coordination and
cooperation at all levels
• Develop personal and institutional networks
– Access to relevant in house competences
– Access to relevant competences outside of the organisation (networks)
– Develop in house competences needed to find, understand and make use
of outside competences and technology
– Set aside money for courses, lifelong learning, conference participation
etc.
– Send juniors to UN meetings!
55. 55
Entre/intra preneurship
• Encourage entrepreneurs or champions with
sufficient vision and determination to push the
innovation process through. Give them funding,
responsibility and leeway.
• Hire creative entrepreneurs on all levels
– Develop more unusual recruitment policies. Not all
Ministry of Industry civil servants need to be
economists.
• Hire managers capable of thinking outside the box
• Provide actual structures and systems designed to
promote, stimulate or disseminate innovation
– In-house: staff suggestion boxes, staff fora, stakeholder
feedback mechanisms, networking activities,
competence building, encouragement of alternative
thinking, conference and forum participation, etc.
– Policy level: innovation schemes and instruments,
research programs, institutions for networking and
knowledge absorption, new courses at schools and
universities, new public or private think tanks
56. 56
Combating institutional lock-in
• Develop quality leadership that creates the
right climate for change, "walk the talk" and
institute "cultural change".
• Combat silo mentalities and turf wars
– Encourage staff mobility between institutions in
order to avoid the tendency of hiring “clones”
– Discuss overall objectives for welfare and the
quality of life and the effects of changes in one
part in the public sector for another
• It is also beneficial to co-opt staff members
and create “agents of change” to overcome
potential resistance from the (professional)
staff
• On the policy level: Reach for a good balance
between “competent bureaucrats” and
“creative policy entrepreneurs”.
• Shake the system. Yes, sometimes a
reorganisation is exactly what the doctor
orders against lock-in and stagnant waters
57. 57
Convince the stakeholders!
• The engagement of stakeholders and
consultative and participatory process were key
factors in our success stories.
• In many cases, a range of stakeholders had to
be convinced of the utility of the proposed
innovations and resistance had to be overcome.
• Demonstration of the utility of implemented
innovations is an important factor in terms of
developing further support either for the
innovation itself or for the implementing team or
organisation.
• Involve employees and get their support and
commitment, encourage personnel to take
initiative, make people feel 'it’s their project',
provide.
• Involve the professional groups and
organisations actively and give them ownership
• Sometimes you just have to fight for it.
Entrepreneurs need to get allies higher up in the
public hierarchy.
RECOMMENDATION FROM PS inno INTERVIEWS:
Be open and creative, think "outside of
the box", listen to new people, use
research, admit mistakes, and take risks.
58. 58
Pluralism
• Give a certain autonomy to municipalities
and service providing organizations
• Encourage pluralism as regards different
approaches to improving service
provision to client groups
– Pluralism in terms of many different service
providing organizations (NGOs,
stakeholders’ associations, etc.) has
generated many different models and
“experiments”.
– Involve NGOs in public innovation
processes
– Study their innovative practices and adapt
the best practices in public organisations
– Outsource to NGOs and private companies
when relevant
• Encourage interaction between public
sector organisations and relevant private
companies, as both parties may learn
from such interaction
– Outsource when it makes sense, but not
for the sake of competition alone.
But: In some areas there are
democratic, cultural and economic
reasons for keeping activities on
public hands (defence, equal access
to education).
In some areas privatization may lead
to private monopolies, which are
not necessarily better than public
ones
Privatization may lead to
underinvestment in shared
infrastructure
59. 59
Resources
• Investments in innovation may lead to savings
later within the organisations. Think beyond this
years budget. Allow long term budgeting (2 to 5
years)
• Do not read “innovation” to mean “modernisation”
or “efficiency”. There are other overreaching
welfare objectives to take into consideration.
• Avoid budget account tunnel vision. Costs in one
part of society may lead to savings in another.
E.g. improved health means reduced absence
from work.
• Still, budget cuts may lead to innovation.
60. 60
Political push
• Political goals may be reflected
through the imposition of
performance targets
• Sometimes political courage is
the only thing that can defeat
cultural resistance
• Policy makers and politicians
must be aware of the need for
new world views and concepts.
Rhetoric can be more than
empty phrases!
• There are no safe outcomes.
You must take chances.
61. 61
Competitive drivers - recommendations
• Remember that the overall goal is not to
reduce the number of nights spent in a
hospital, but to bring the patients back to
normal and improve their quality of life
• Use common sense.
• Do not rely on quantitative evaluation
alone. Give room for individual
encouragement.
• Avoid incentive structures that do not
reward idealistic commitment to the
welfare of the clients
• Reward entrepreneurs with resources and
more freedom
• On the other hand: some kind of
measurement is needed for control and
evaluation
62. 62
Technological factors - recommendations
• Keep your ear to the ground and track useful
technological innovation
• Network with research institutions and
technology firm
• Employ people that can find, understand and
make use of relevant technology
• Make public needs part of more publicly funded
research programs
63. 63
Innovation policy for the public sector
• Study how the public sector learns from the private
and civil sector
• Study how private companies can learn from the
public sector
• Study how public innovation may benefit the private
sector, directly through inventions that can be used
by companies and NGOs and indirectly through
improved services
• Develop a knowledge base for an innovation policy
of the public sector and public/private interaction