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.

1. TOPIC
Innovation In Governance
And Public Services: Past
And Present

2. Group Members
Bilal Khan
Shahzeb
Hamid Yaqoob
Saddam hussain
Syed Kashif Shah

3. Presentation Contents
 Innovation and its types
 Innovation in Public Services
 Innovation with or without
improvement
 What we still need to know
 Conclusion

4. Definition of Innovation
 Novelty in action; Its not just a new idea but
a new practice.
 Differently explained by writers, some
writers suggest that innovation is radical or
complex, while others consider it as small as
well as large scale innovation.
 Moore defined Innovation as,
“ Those changes worth recognizing as
innovation should be new to the
organization, be large enough, general
enough and durable enough to appreciably
affect the operations of the organization”.

5.  Most of innovation theory and literature
is derived from new product
development such as in private sector.
 Innovation in governance and public
services are more uncertain, here
innovation may not be just a physical
change but a change in relationship
between service providers and their
users.
 Diffusion of innovation:
This theory suggests that how new
technological and other advancements
spread throughout societies from
introduction to wider adoption.

6. Differences between Private Sector and
Public Sector Innovation
 Private Sector Innovation:
Innovation help private sector to cut costs,
improve their products and open new
markets. Here innovation is mostly done for
competitive advantage.
 Public Sector Innovation:
It involves significant improvements in the
services that government has a
responsibility to provide. Such innovation
bring positive changes in efficiencies and
increase public value.

7. Types of Innovation
 Product Innovation:
It is actually new or improved version of
product. E.g. digital reader is an
improved version of traditional book.
 Service Innovation:
It include new ways in which services
are provided to customers/users. E.g.
Online Tax Forms, Online FIR System.
Etc
 Process Innovation:
It include significant changes in
techniques, equipments and software.
E.g. Administration re-organization.

8.  Position Innovation:
It involves changes user perception about a
certain product. e.g. Jane and Austen wrote a
book, initially it was regarded as a good book
but now that book is considered as great
classic essential literature, which is how it is
now advertised.
 Strategic Innovation:
New goals or purposes of the organization is
known as strategic innovation. E.g.
Community policies.
 Rhetorical Innovation:
It includes new language and new concept.
E.g. Congestion Charging for London.

9. Innovation in public services:
an historical perspective

10.  Private Sector
 Public sector
 Traditional public administration
 New public management
 Networked governance

11. Private sector
 The private sector is the part of a
country’s economy that is not
controlled directly by the government
like, household, businessman
 In the private sector, the focus is on
managers and staff as sources of
innovation, both working inside the
organization, and networking outside
it.

12. Public sector
 The public sector is that portion of
an economic system that is
controlled by national, state or
provincial, and local governments.
 In the public sector we have to
consider the role of policy-makers
and policy-advisors in the
innovation process.

13. Traditional public
administration
 The traditional public administration
consists in the bureaucratic system of
max weber. Which is represent the
traditional system of public
management.
 Charismatic Authority-
the appeal of an extraordinary leader
 Traditional Authority- such as the
authority of a tribal chief; and rational
/ legal authority

14.  Hierarchy that is supervision of the
lower offices by the higher ones
 Rules and regulations
 Authority and command

15. New public management
 The new public management is
defined as” a vision, an ideology or a
set of approaches and managerial
techniques mostly specific to the
public sector
 The second theory is that of the new
public management which has been
developed at the end of the 70’s and
which has imposed in most of the
countries.

16. Networked governance
 Networked governance can be
defined as the interconnectedness of
independent units of authority and
power, whether individual,
community, state, or corporate.
Networked governance moves from
vertical to horizontal approaches to
decision making and is characterized
by systems of communications,
knowledge exchange and dialogue.

17.  Networked governance is the form
of organization, that increased the
efficiency and reduced the agency
problem through the distributed
knowledge acquisition and
decentralized problem solving.

18. Changing ideological
conceptions of governance and
public managementTraditional public
administration
New public
management
Networked
governance
Context Stable Competitive Continuously
changing
Population Homogeneous Atomized Diverse
Needs/problems Straightforward
defined by
professionals
Wants, expressed
through the market
Complex. Volatile
and prone to risk
Strategy State and producer
centre
Market and customer
centred
Shaped by civil
society
Governance through
actors
Hierarchies public
servants
Markets purchasers
and providers client
and contractors
Networks and
partnerships civic
leadership
Key concepts Public goods Public choice Public value

19. Innovation and improvement in different
conceptions of governance and public management
Traditional public
administration
New public
management
Networked
governance
Innovation Some large scale,
national and universal
innovations
Innovation in
organizational form
more than content
Innovation at both
central and local
levels
Improvement Large step- change
improvements
initially, but less
capability for
continuous
improvement
Improvements in
managerial process
and systems.
Customer focus
produces quality
improvements in
some service
Aiming for both
transformational and
continuous
improvement in
front-line services

20. Role of policy-
makers
Commanders Announcers/com
missioners
Leaders and
intreters
Role of public
managers
Clerks and
martyrs
Efficiency and
market
maximizers
Explorers
Role of the
population
Client Customers Co-producers

21. Online first investigation report (FIR)

22. Biometric attendance system
high secondary school and
colleges

23. Innovation with or without
improvement
 Improvement is doing things better
 Innovation is doing things differently

24.  Public money and management show
important difference in innovation
between
public and privet sector
 In privet sector
 In public sector

25. High Improvement but no
innovation innovation and improvement
improvement
Low no improvement
no innovation innovation but no improvement
Low innovation High

26. Conclusions
 Innovation is considerable issue
 Private sector
 Public Sector

27.  Three different conceptions of
governance & public mgt.
 Traditional Public Admin.
 New Public Mgt.
 Network Governance

28.  These three Conception in which
ways pursed by
 Policy makers
 Managers
 citizens

29. Private sector focus on
 Technological innovation
 New product development

30. limitations
 product innovation to
 Service innovation
 Organizational innovation

31.  Context(situation) both impact
 Directly on innovation determinants
 Process
 outcomes

32.  Indirectly through
 Organization features such as
 The amount of organization
 Resources
 strategy

33.  Tidd (2001)argues that the
complexity of the innovation &
uncertainty of the environment
substantially shape innovation.
 These are key dimensions for
public service organizations

34.  We also to understand further
organizational process of
innovation development through
 Top-down policy development
 Bottom-up innovation

35.  One element of complexity of
public service organization
producing not only benefits for
individual but also providing goods
services & establishing collective
efficiency & creating rules &
purpose.

36.  Research is needed to light up &
explain the process which support
or which undermine innovation in
public service organizations
 viewing innovation as a journey
rather than a linear process.