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Lancashire Constabulary - Innovation: a practitioner's view
- 1. Rob Flanagan Lancashire Constabulary Innovation A practitioners view Twitter: @Rob_Flan
- 2. @Rob_Flan • DO NOTHING • REDUCE SERVICE DELIVERY • PRIVATISATION / OUTSOURCE • COLLABORATION • INNOVATION STRATEGIC OPTIONS BOTH
- 3. @Rob_Flan “Diverse views on innovation arising from different functional perspectives will hinder the implementation of an innovation strategy” Innovation Management. Effective Strategy and implementation Keith Goffin & Rick Mitchell 2017
- 4. @Rob_Flan “An innovation is the implementation of a new or significantly improved product (goods or service), or process, a new marketing method, or a new organisational method in business practices, workplace organisation or external relations.” NESTA.org.uk
- 6. @Rob_Flan Strategic Vision: Consistently thinking differently about how we do business, integrating an innovative mind-set across our workforce and implementing the very best ideas for change. Defining Innovation in Lancashire Constabulary: “Supporting and implementing new ideas from our communities, staff and partners to deliver outstanding value for money services in Lancashire.”
- 7. @Rob_Flan • UNSTRUCTURED • CHAOTIC • CREATIVE • “BLUE SKY THINKING” “PERCEPTION IS REALITY”
- 8. @Rob_Flan • Innovation is not an idea or a concept • Don’t need 100 innovations a year • We do need 1000 ideas - Innovation needs a home • Nobody owns innovation • Need open innovation • Can happen anywhere at any time
- 9. How many ideas have we thrown away? CORPORATE MEMORY
- 10. • Produced in 1859 • Michael Thonet • “Chair number 14” • 36 chairs = 1 Cubic-metre box • Shipped anywhere in the world • Assembled by the customer NEW IDEAS OR OLD ONES REVISITED?
- 11. @Rob_Flan SOLDIERS • Keep to the rules • Follow and obey • Willing to support organisational success • May suppress different views • Reject those who share difference REBELS • Break the rules • Actively reject some or all group traditions • May think or dress differently • Act in defiance • No interest if the group succeed • Easy to spot CONFORMERS • Keep to the rules • Want to fit in • Dress or act as required • Want to be one of the group • Don’t always share opinions of group • May obey even when it makes no sense MAVERICKS • Break the rules • Challenge convention • Break with tradition • Interested in overall well-being of the group • Argue & Disobey for the interest of the group • Working and thinking for the greater good
- 12. @Rob_Flan “Innovation Needs Rebellion” Dr. Max Mckeown
- 13. @Rob_Flan A rebel finds conformity Painful • Ignored • Punished • Persecuted • Made to conform • Persuaded to quit Group Think “Disagree so frequently that the group steps away fromthe innovation odourof theirinconvenient opinions”
- 14. @Rob_Flan
- 17. @Rob_Flan PERCEIVED COST OF CHANGE
- 18. @Rob_Flan PERCEIVED COST OF CHANGE
- 19. @Rob_Flan PERCEIVED COST OF CHANGE #NOW
- 20. @Rob_Flan • Forensic science • Digital strategy • Learning and development • Estate • Wellbeing • Organisational Development • Drones and new technology
- 21. @Rob_Flan Achieved By: Embracing innovation across Lancashire Constabulary and the University Building and sharing learning Delivering through integrated resources and response Short Term Goals: Identify joint forensic opportunities Identify aspects of learning and development that can be jointly delivered Identify new technology to aid delivery Establish strategic options and risks to each organisation Long Term Vision: Shared Resources Improve public safety and satisfaction Improved revenue streams for both organisations New investment or funding opportunities (PIF, EU, Research) EXAMPLE - UCLAN 2015
- 22. @Rob_Flan • Co-designed • Developed by a small team • Worked closely with front line • Shared failure and continuous learning “Digi-Cops” INNOVATION DOESN’T OWN INNOVATION
Editor's Notes
- A re focus on our role as a central team- passing our knowledge and contacts to Divisional teams Focus on key enablers- Large scale cannot be done separately Workforce development – EA prevention training EA recruits training Funding- Teaching practitioners in each place about Participatory Budgets Transformation fund- come on to later Evaluation – Uclan Evaluation due to be published in March – Academic paper to be written on what has worked by Stuart Kirby. Link to National Consensus work that Justin is doing.
- A re focus on our role as a central team- passing our knowledge and contacts to Divisional teams Focus on key enablers- Large scale cannot be done separately Workforce development – EA prevention training EA recruits training Funding- Teaching practitioners in each place about Participatory Budgets Transformation fund- come on to later Evaluation – Uclan Evaluation due to be published in March – Academic paper to be written on what has worked by Stuart Kirby. Link to National Consensus work that Justin is doing.