Upload
chris-yapp
View
467
Download
2
Embed Size (px)
DESCRIPTION
My take on Innovation in Public Sector in Age of Austerity to Warwick Business School
Citation preview
Innovation in Hard Times
Dr Chris [email protected]
ThemesWhat is innovation?Where are we now?Key ideasLeadershipPolicy Innovation
08/04/2023 3
Innovation =newMiranda“Brave new world that has such people in it”Prospero“’Tis new to thee”
• The Tempest: W Shakespeare
08/04/2023 4
Charles Handy on Change..Performance
Time
A
B
C
D
E
08/04/2023 5
Key role of Innovation
Invention Innovation Diffusion
Necessity is the Mother of Invention
08/04/2023 6
Innovation
Generating value from ideasThe intersection of invention with insightA Process of Social Change
08/04/2023 7
Wikipedia’s list of Innovation TypesBusiness ModelMarketingOrganisationalProcessProductServiceSupply ChainSubstantialFinancialIncrementalBreakthrough, disruptive or radical New technological systems (systemic ) Social
08/04/2023 8
Rules for Stifling InnovationRegard any new idea with suspicion - because it's new,
and because it's from below. Insist that people who need your approval to act first
go through several other layers of management to get their signatures.
Ask departments or individuals to challenge or criticise each other's proposals. (That saves you the trouble of deciding - you just pick the survivor.)
Express your criticisms freely, and withhold your praise. (That keeps people on their toes.) Let them know they can be fired at any time.
Treat identification of problems as signs of failure, to discourage people from letting you know when something in their area isn't working.
08/04/2023 9
Stifling Innovation…Control everything, carefully. Make sure that people count
everything that can be counted, frequently. Make decisions to reorganize or change policies in secret,
and spring them on people unexpectedly. (That also keeps people on their toes.)
Make sure that requests for information are fully justified, and make sure that it is not given out to managers freely. (You don't want data to fall into the wrong hands.)
Assign to lower-level managers, in the name of delegation and participation, responsibility for figuring out how to cut back, lay off, move people around, or otherwise implement threatening decisions that you have made. And get them to do it quickly.
And above all, never forget that you, the higher-ups, already know everything important about this Rosabeth Moss Kanter; Change Masters
08/04/2023 10
The Public Sector doesn’t innovate because....It can’t go out of businessExceptionalismIt’s a monopoly or pseudo-competitionLack of competitionLack of skills..RegulationTargetsPoliticsLeadershipCultureTrade Unions.......YAWN
08/04/2023 11
Great Ormond Street
08/04/2023 12
Dimensions of the Current ChallengeEconomicChange
Strategic Response
cyclical
structural
Reactive Proactive
Market Step Change
Sitting Tight Mopping up
Niche Portfolio
08/04/2023 13
Dynamics of the Current ChallengeEconomicChange
Strategic Response
cyclical
structural
Reactive Proactive
Market Step Change
Sitting Tight Mopping up
Niche Portfolio
New Entrant
08/04/2023 15
Problem TypesDo we know whereWe are going?
Do we knowHow to getThere?
NO YES
NO
YES
TASK:OperationalManagement
TASK:DirectionSetting
TASK:ProcessDevelopment
TASK:ConceptCreation
After Eddie Obeng
Best practice
Next practice Emerging practice
Scaling practice
Whose problem?
08/04/2023 16
Low
Low
High
HighUncertainty
Co
mp
lexi
ty
Academic/Expert
Consultant
PoliticalSystem
Wisdom ofThe Crowds
ThinkTank
What value?
08/04/2023 17
Low
Low
High
HighUncertainty
Co
mp
lexi
ty
Academic/Expert
Consultant
PoliticalSystem
Wisdom ofThe Crowds
ThinkTank
IdeasTrack record
Knowledge
During Step Change?
08/04/2023 18
Low
Low
High
HighUncertainty
Co
mp
lexi
ty
Academic/Expert
Consultant
PoliticalSystem
Wisdom ofThe Crowds
ThinkTank
Consultancy squeezed as limited track
record
08/04/2023 19
Wisdom of the Crowds
“In the Future blind People willBe able to drive cars”
08/04/2023 20
Results
Probability 0.9 with some 0.2Today with Resources: 1-3 yearsIn practice: 3-10 yearsIn reality: 10-100 years
08/04/2023 23
Drucker: Innovation and Entrepreneurship
IncongruitiesThe UnexpectedDemographicsProcess needIndustry and Market
StructuresChanges in
PerceptionNew Knowledge
08/04/2023 25
Sources of Innovation
Manufacturer Active Process
User Active process
Source: Eric Von Hippel, MIT
08/04/2023 26
Diffusion of Innovations
08/04/2023 27
Why do some Innovations take longer to diffuse?
HomophilyHeterophily
08/04/2023 29
Open InnovationInnovating with lead usersCo-design, co-creation and co-delivery“Open source”Creative CommonsBattle over “digital rights”
08/04/2023 31
Organisational culture
Specialists and generalistsPersonal credibilityTolerance of uncertaintyStory tellingLeadership
08/04/2023 32
Organisational Roles in Innovation
SponsorProduct ChampionOrganisational Champion
08/04/2023 33
Public Policy Challenge
Speed
UniversalAccess
LocalDetermination
08/04/2023 34
The death of “the death of distance”Smart technologies need smart peopleSmart people thrive on other smart peopleSmart communities thrive on diversity,
openness and toleranceSmart communities need infrastructure
and supportClusters rule!!!!
08/04/2023 35
The New Renaissance
Information explosionCity stateBlurring of
arts/humanities/science/technologyNew conceptsLeading to a new enlightenment?
08/04/2023 36
Challenges for Public Sector InnovationScaleInclusionComplexityBest Practice?Social InnovationTime ScalesInnovation ProcessDiffusion of
Innovations
NOT It can’t go out of business Exceptionalism It’s a monopoly or pseudo-
competition Lack of competition Lack of skills.. Regulation Targets Politics Leadership Culture Trade Unions....
Thank You