DRIVING INNOVATIONS IN THE PUBLIC SECTOR: PUBLIC PRIVATE PARTNERSHIPS

GODWIN KHOSA, NATIONAL EDUCATION COLLABORATION TRUST

INNOVATION

For peopleCreating value

At scale

Through new ideas, approaches and products

The 95% of the tried tests that have not graduated to scale are not innovations, they are necessary intermediate outputs.

is about using the known knowns to address the known knowns, known unknowns, and the unknown unknowns

INNOVATION

GLOBAL SEARCH OF THE FUTURE OF EDUCATION

Skills/knowledge/character

Classical school or ecology

Good teachers -high achievers?

Good quality for All

Learning , schooling or education

Seat-time or knowing

Improvement or transformation

Autonomy and structure

Reconfigure or tweak

Schools as PortalsTheory v/s practice

Knowing or credentialisation

Profession or Consultants

Attainment or learning

History or Innovation

Replace or improve

QUESTIONS ABOUT THE FUTURE OF EDUCATION

Why teach?

Classical school or ecology

Good teachers - high achievers?

Good quality for All

Learning , schooling or education

Seat-time or knowing

Improvement or transformation

Autonomy and structure

Reconfigure or tweak

Schools as Portals

Theory v/s practice

Knowing or credentialisation

Profession or Consultants

What to teach? How to deliver? Way forward?

Skills/knowledge/character

Attainment or learning

History or Innovation

Replace or improve

SOME OF THE KNOWN KNOWNS: SCHOOL SUBJECT EVOLUTION

© Center for Curriculum Redesign

Human

ities

STEM

Languag

e

Greek, Latin

Contemporary Languages incl. 2nd language

Reading, Writing

Literature

Oratory

Rhetoric

Grammar, Handwriting, Spelling

Music

Art

Philosophy & Ethics

History

Arithmetic

Geometry

Astronomy

Algebra, Trigonometry, Calculus

Biology, Chemistry, Physics

Ancient Greece &

Rome

Early Christianity &Middle Ages

Renaissance &

Enlightenment

Modern Industrial

EraToday

FUTURE WORLD: ADAPTABILITY, VERSATILITY AS KEY STRATEGY

CONTEXT-BASED AND COMMON GOALS INNOVATION AGENDAS

South Africa FinlandAustralia

20%

24 060

3 130

9 404

Size, social structure and political maturitydetermine innovation goals and strategies.

MANAGING SYSTEMS IMPROVEMENT

Maintenance of Status quo

Change

Demand-side disruptors

Support-side disruptors

Dominant Technology and Culture

Improved delivery

Growth, Development and

Sustainability

Now Future

NB: balance between technocratic and social disruptors

If we don’t yet know what will work, we better create ecosystems or greenfields in which a variety of approaches can take root

“You cannot solve a problem from the same

consciousness that created it. You must learn to see

the world anew”.

KEY INNOVATION SUPPORT FUNCTIONS

AREA 1: Identification and

Promotion of innovations

AREA 2: Funding and

Commissioning

AREA 3: Diffusion and

Replication

Diverse interests and expertise,

Directing or uncovering innovations addressing needs

Funded calls, Create incentives, Incubation and

support zones

Diffusion, Publication, Mainstreaming and

On-boarding

DRIVING INNOVATION IS A HIGH RISK ENDEAVOUR: SUCCESS RATE IS ABOUT 5%

Improvement / Incremental Disruptive

Making the

T-Ford model work

Working outside

the T-Ford model

Capitalising on

Existing tests

Blue-Sky

Innovations

80% 20%

REALITY OF MANAGING CHANGE

“…there is nothing… more dangerous to manage than a new system. For the

initiator has the enmity of all who would profit by the preservation of the

old institution and merely lukewarm defenders in those who gain by the

new ones. ”

90% of learners pass mathematics, science and languages with at least 50% by 2030

THANK YOU