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The Innovator’s JourneySurvivor guide for successful Public Sector innovationChapter 3: Set Destination. – May 2020
GovLab 2© 2020 Deloitte NSE LLP. All rights reserved.
Welcome back hero!
Set destination. | Welcome back!
For over five years GovLab has helped public sector organisations to innovate. During those years we have helped organisations develop new services in the fields of unemployment, poverty, sexual harassment and citizen engagement. We know from our own experience that innovating in the public sector isn’t an easy task. But don’t let this discourage you, this survivor guide is here to help you!
Welcome to chapter 3 of our survivor guide for public sector innovation! Just like in the other chapters it’s set up in short, bite-size pieces of content. Every page can be read in just a couple of minutes. This also makes it an interesting read if you are part of that new YouTube generation…;-)
Let us be clear, this survivor guide will not give you all the answers you need. We believe that is impossible. Each journey is different and has its own path. That said, we believe that our lessons are valuable and could be of help during your journey. So this survivor guide is meant to give you some guidance during your own innovation journey. For each step of the road this survivor guide provides you with:
We wish you all the best and know we are here if you need a hand…;-)
Insights: Leading thoughtware within the field of innovation. This is to provide you with a solid basis for your journey.
Tools: Hands on tools which you can directly use while fighting dark lords, trolls or other demons. To make sure that you don’t get stuck, these tools are accompanied by practical exercises.
Inspiration: Learn from others and steal with pride. Interviews with other public sector innovators, descriptions of inspiring projects and lists with ‘must reads / listen to’.
GovLab 3© 2020 Deloitte NSE LLP. All rights reserved.
Chapter 3
SET YOUR DESTINATION.
So, where are you going?!
Set Destination. | Introduction
Now you have sponsorship from your top leadership for your innovation journey (step 1) and have determined what innovation means to you and your organisation (step 2), it’s time to set your destination!
Where are you going? Although sometimes some organisations seem to innovate just for the sake of innovation, innovation in our opinion is still a means to an end. It’s something that you do because it helps you to achieve something else. So what is that ‘something else’ you would like to achieve?
When done right your destination not only helps you to navigate your innovation efforts, but also inspires others to join. As such, setting your destination is a very important step in your journey!
In this chapter we will zoom in what a good ‘destination’ looks like. In that regard the title of this chapter is actually a bit deceiving as this step is not only about setting your end goal, it’s also is about defining your first couple of steps. These two elements together form your ‘innovation strategy’.
In the first part of this chapter we look at the importance of having a compelling and inspiring 10-year vision and what it characteristics are. But how to get there? The second part focuses on setting up a one-year strategic plan with concrete experiments. Let’s get started!
A compelling high level 10 years vision
Set Destination
One-year plan with concrete experiments
We are going to the Moon!
Set Destination. | We are going to the Moon!
Few speeches have been so inspiring to mankind as the moon speech John F. Kennedy presented at Rice University on September 12, 1962. The Rice speech marked a key moment in the trajectory of the Apollo space program and space exploration in general.
The speech set a bold but clear ambition. It showed the commitment of John F. Kennedy as President and leader of the United States to the program. It explained why there was a need for this innovation and why all people living in the US, and even in the world, should get behind his ambition.
Kennedy’s vision came true, of course. On July 20, 1969, Neil Armstrong stepped onto the lunar surface. This was made possible through the effort of many men and women of public and private organisations across the United States, and even other parts of the world, who were all inspired by the words of Kennedy.
The moon speech can be seen as a key part of one of the biggest public innovation programs in the history of mankind. It motivated lots of people to contribute to the realisation of this bold ambition and establish this ‘huge step for mankind’. As such, Kennedy’s moon speech is one of the best examples to show why it is so important to set a compelling destination to guide your innovation journey!
“We choose to go to the moon. We choose to go to the moon in this decade and do the other things, not because they are easy, but because that goal will serve to organize and measure the best of our energies and skills, because that challenge is the one that we are willing to accept, one that we are unwilling to postpone, and one which we intend to win, and the others, too.”- John F. Kennedy -
Set Destination. | Make it compelling!
Make it compelling!“The journey is more important than the destination” is an often- heard saying. It’s true that the journey is very important as it’s the journey that leads us to our destination, and is what helps bring the change. That said, with innovation it’s just as important to set the right destination. It’s the destination that helps you determine in which direction you will take thefirst step of your journey and that will make others decide if they want to join you or not. As such setting your destinationis an important part of your innovation journey. So where do you want to go? What’s your dream destination? What’s your ‘Moon’? Formulated in a compelling way it will give direction and inspire others to join you on your journey. Like the Moon speech.
As John Hagel III explains in the article ‘The power of company narratives’, narratives are stories that do not end, they persist indefinitely. They invite, even demand, action by participants and they reach out to embrace as many participants as possible. They are continuously unfolding, being shaped and filled in by the participants. By inviting people to take initiative, narratives encourage people to lead. Narratives have the potential to profoundly shape the future. Narratives also help participants construct meaning, purpose and identity for themselves. They help to situate participants in a broader context and to build relationships across participants. If your destination (high level 10 year vision) is set up as a compelling narrative, it will be an important driver for transformational innovation.
At their most fundamental level, narratives answer three questions:1. Why are we here?2. What can we accomplish?3. How should we connect in order to accomplish this?
The “we” in these questions is primarily about the people the narrative is trying to reach, not the individual or company crafting the narrative. Although they need a bit of reframing, these questions are also key when formulating your destination!
Set Destination. | Make it compelling!
#1 Start with Why…Do you already hear him whisper in your ear…Simon Sinek?! I assume you are also one of the people that watched his famous Ted Talk about ‘The Golden Circle’ (if not, you can find a link to this talk in the inspire section at the end of the chapter…). His famous words are also true when it comes to formulating your destination. It’s the ‘Why’ that drives people to follow you on your journey. So the question you should start with when formulating your destination is; Why should we innovate?*
Although a simple question to ask, often it’s not easy to answer. As Simon Sinek states “Very few organisations know WHY they do what they do. WHY is a purpose, cause or belief. It’s the very reason your organisation exists.” So what’s the purpose of your innovation journey? We often see answers like ‘We innovate to create value’ or ‘We innovate to make our work more efficient’. These are results, not a purpose. As such, these statements will not be very inspiring to a lot of people. Purpose is linked to impact on people’s daily lives. It’s the essential outcome of the work of your organisation, your contribution to society. So again what’s the purpose of your innovation journey? Creating a safer world by improving the engagement between citizens and Police? Less poverty in your city through enabling people to take more self control and be more self-sufficient?
Take your time to define the purpose of your innovation journey. Innovation journeys that have a clear purpose are easy to understand. It’s the purpose that unifies people and helps them understand the direction you want to go with your innovation journey. Try to make it brief. So employees can remember it and use it to guide their daily actions. It should also be a bit broad in scope. This allows you to adapt to a changing world. This way your focus will stay constant even when products and services change.
“We set sail on this new sea because there is new knowledge to be gained, and new rights to be won, and they must be won and used for the progress of all people. For space science, like nuclear science and all technology, has no conscience of its own. Whether it will become a force for good or ill depends on man, and only if the United States occupies a position of pre-eminence can we help decide whether this new ocean will be a sea of peace or a new terrifying theater of war.”
- John F. Kennedy on the ‘Why’ of the journey to the Moon -
* Remember the “we” in this question is primarily about the people your narrative is trying to reach, not the individual or company crafting the narrative…
Set Destination. | Make it compelling!
#2 Set an ambitious goal!Don’t mistake purpose with a goal. Looking at the moon speech some people say that the purpose of the whole journey was getting a man on the moon. That was the goal, not the purpose. That said, it was just as important to mobilise people to join the innovation journey.
One of the most innovative public sector organisation is the ‘Defense Advanced Research Projects Agency (DARPA). In the last 50 years DARPA has produced an unparalleled number of breakthroughs. Arguably, it has the longest standing, most consistent track record of radical innovation in history. Its innovations include the internet, RISC computing, GPS, stealth technology and drones.
An important lesson in regards to setting your destination that can be learned from DARPA is that problems assigned need to be sufficient and the goals need to be ambitious. The experiments need to be designed to solve real-world problems or create new opportunities. The problems must be sufficiently challenging and can not be solved without radically changing the traditional way of working. The presence of an urgent need for a solution creates focus and inspires greater genius. So when setting your destination dare to go ‘crazy’ and set a bold and ambitious goal!
#3 Trigger your audience!Finally, think about the people that need to join you on your innovation journey if you want to succeed. Your destination needs to trigger those people. So it needs to connect to their beliefs, their values and it needs to be compelling to them. As already described in the section about storytelling in chapter 1 ‘Create Awareness’, it’s important to gain insight in your audience and adjust it accordingly. When you use words, use the ones that they use in their daily lives. Enrich stories by giving detailed descriptions and dare to use bold wording every once in a while. But also do not forget, nowadays in the era of social media storytelling is about much more media; infographics, video’s, vlogs, blogs. There are many ways to share your destination and inspire others to join. Think of your audience and make a mix of the right media to get your message across.
Set Destination. | Dare to go crazy!.
Dare to go ‘crazy’!Almost never. That is the answer we mostly get when we ask people how often they bring up ‘crazy ideas’ at work. According to the dictionary Crazy = ‘stupid’ or ‘not reasonable’. We define crazy ideas as those ideas that you are actually a bit of embarrassed to tell to others. Because you are afraid people will find you weird or just because you think they are not feasible. This kind of idea is only brought up at workplaces with a lot of psychological safety. Maybe crazy ideas are often a bit weird and infeasible, but we believe that they have a lot of value for organisations. It is the ‘crazy ideas’ that can open up whole new ways of thinking which in the end can lead to an unimaginable leap forward. Framed in the right way, crazy ideas can also be extremely inspiring. Take for example Elon Musk’s ambition to have people on Mars in 2025. For a lot of people this just sounds crazy, but for the same amount of people it is hugely inspiring.
Nowadays ‘crazy ideas’ even form an important part of the strategy of some of the biggest organisations in the world. The most well known is probably Google. Larry Page, co-founder of Google, is living the gospel of ‘10X’. As he puts it; “A ten per cent improvement means that you're doing the same thing as everybody else. You probably won't fail spectacularly, but you are guaranteed not to succeed wildly. Thousand-per-cent improvement requires rethinking problems, exploring what's technically possible and having fun in the process.” At Google they call their ‘crazy ideas’ moonshots. A moonshot is an ambitious, exploratory and ground breaking project undertaken without any expectation of near term profitability and also, perhaps, without a full investigation of risks and benefits. That sounds like crazy, doesn’t it? Well this way of thinking has made Google an extraordinary success story, changing the lives of its users while at the same time fattening the wallets of its investors. So who is crazy now?!
In our view the public sector could also use a bit more ‘crazy’ thinking. A lot of our most wicked social problems also need completely new ways of thinking if we want to solve them. Contrarian thinking should therefore be a key capability in each public sector organisation and demanding people to come up with crazy ideas can boost this. So when you are busy with your innovation strategy, or developing new policies, products or services, just dare to go a bit ‘crazy’…
GovLab Cases: Setting a moonshot with the Dutch National PoliceThe Dutch National Police had the ambition to engage more with citizens. To inspire their people, while at the same time giving direction to their program, they asked Deloitte GovLab to help them define their ‘moonshot’.
Citizen engagement at the Dutch National PoliceMoonshots live in the grey area between audacious technology and pure science fiction. Instead of a mere 10% gain, a moonshot aims for a 10x improvement over what currently exists. The combination of a huge problem, a radical solution to that problem and the breakthrough technology that just might make that solution possible, is the essence of a moonshot.
What we did and how we did itAs GovLab we facilitated the process to define the Moonshot. The project kicked off by conducting several interviews with people of all levels inside the organisation and a one-day visit to the current working place to gather input to set and visualise a first draft of the possible Moonshot.
Besides that, a list of trends impacting the Security and Justice sector, service delivery and citizen behaviour was drawn up. All the insights were brought together in our GovLab Moonshot Lab (see agenda on the right) where we set the final Moonshot together with the stakeholders within the Dutch National Police.
The resultAt the end the project, we delivered a Moonshot ambition for the program on citizen engagement which was embraced by all parties within the Police.
In preparation for the workshop, interviews were conducted with stakeholders and a list of technological- and social trends were drawn up. This was combined with a site visit to observe the current ways of working.
Getting ready for take off
Ready, set, go!The morning of the workshop was all about inspiration. The Deloitte Center for the Edge gave an inspirational presentation about the most important technological- and social trends and the future art-of-the-possible. After that, participants visualised the future world.
Touch down!The afternoon was about defining the Moonshot. First participants were taught to think like Elon Musk, Steve Jobs or Larry Page. After that they formulated their own Moonshot based on all the input gathered in the preparation phase and during the morning of the workshop.
Back home
The week after the workshop was used to visualise the moonshot and make a compelling narrative around it.
Set Destination. | Experiment. Learn. Iterate.
Experiment. Learn. Iterate.You now maybe know where you want to go, but how to actually get there? That compelling vision might give direction and inspire others to join, it alone will not lead you to your destination. You need to have a travel plan! As stated in the introduction your compelling high level 10-year vision needs to be accompanied with a one-year plan with concrete actions. Maybe to your relief, this does not mean you need to write a one hundred page document spelling out exactly what you are going to do in the coming years. Successful innovation journeys are guided by an agile innovation strategy.
Strategies that are truly agile require giving up on many long-held assumptions. As the complexity of our physical and social systems make the world more unpredictable, it’s important to abandon the focus on predictions and shift into rapid prototyping and experimentation so that what really works is learned through own experience. So instead of drafting a detailed program plan outlining all your actions for the coming years to come, just create a one-year plan with a couple of concrete experiments in the direction you want to learn and develop. Along the way, your exact path to your end destination gets more clear based on what is learned in the experiments.
To set up this agile innovation strategy we recommend using the ‘Zoom out / Zoom in’ approach developed by our Deloitte Center for the Edge. A desire to learn faster is what drives this approach to strategy. In accordance with all that is written in this chapter, this approach focuses on two very different time horizons in parallel and iterates between them. One is 10 to 20 years: the zoom out horizon. The other is 6 to 12 months: the zoom in horizon. You need to constantly reflect on what you have learned about both time horizons and refine your innovation journey accordingly. The goal of the approach is to make the first steps of your innovation journey very concrete. In the zoom out / zoom in approach, the meeting is not over until yourleadership is aligned around the two or three highest impact initiatives that can be pursued in the next 6 to 12 months – and has ensured that these have appropriate resource commitments.
This approach has a number of benefits. It pulls you and your leadership out of short term thinking that is driven by pressure for short term performance – and forces you and your leaders out of your comfort zone. The Zoom-out challenges you to consider how different your organisation could be, and will need to be, to thrive in our rapidly changing world. The Zoom-in powerfully combats the tendency to spread yourselves too thin across too many initiatives. It forces you to focus in the short term on the initiatives that will have the greatest impact in accelerating your movement towards your destination – and to ensure that those initiatives are adequately funded.
“In the zoom out / zoom in approach , the meeting is not over until your leadership is aligned around the two or three highest impact initiatives that can be pursued in the next 6 to 12 months – and has ensured that these have appropriate resource commitments.”
Set Destination. | Experiment. Learn. Iterate.
EnvisionSynthesise a shared view of the long term (10 – 20 years) of your sector
FocusDetermine what your organisation needs to look like to succeed in the future
DefineIdentify two to three initiatives (no more) that have the greatest potential to accelerate your path toward that long term destination over the next 6 to 12 months
MobiliseEnsure there is a critical mass of resources aligned against the key initiatives and that clear measures of success are established
Envision the future
Focus on what will be required for success
Define high-impact initiatives
Mobilise resources to take action
High-level overview: zoom out / zoom in strategy approach
KEY QUESTIONS ACROSS TWO TIME HORIZONS
Zoom out What will our sector look like in 10 to 20 years from
now? What kind of organisation will we need to be 10 to 20
years from now to be successful in that sector?
Zoom in What are the two or three initiatives that we could
pursue in the next 6 to 12 months that would have the greatest impact in accelerating our movement toward that longer term destination?
Do these two or three initiatives have a critical mass of resources to ensure high impact?
What are the metrics that we could use at the end of 6 to 12 months to best determine whether we achieved the impact we intended?
Set Destination. | Zoom in on your customer!
Zoom in on your customer to find your opportunity spaces!Innovation is about making an impact on people. But how do you make impact? And where? Maybe the most difficult part of setting your destination is finding the right opportunity spaces. Opportunity spaces are white spaces where unmet and / or unarticulated needs are uncovered to create innovation opportunities. Therefore successful innovation strategies rely on a deep understanding of (future) customer needs.
Although a lot of public sector organisations say they are customer focused, in reality they often have little understanding of their customers deep seated behaviours, perceptions and needs. Most public sector organisations rely on their yearly client survey, the feedback that they don’t adequately reveal future needs. These kind of methods only allow you to hear what customers say, but lack the opportunity to explore the fertile ground of the unarticulated (latent) needs.
A nice example of the power of ethnographic research is the first very small experiment we did with the Dutch National Police at the start of the development of virtual officer ‘Wout’. The Police had the ambition to engage more with citizens and one of their assumptions was that people would like to communicate more with them through social media and chat. This assumption was not based on any feedback they ever got through their normal customer research, but just on their own observation that people nowadays only seem to be busy with their phone texting. To quickly understand whether people would in fact like to communicate through social media with the Police we set up a small experiment. First of all we made a small fake contact card with the Police logo on it and two options to get in contact when in need, by phone or through social media. Besides that we put a small flickering light into a backpack which suggested that there could be a bomb in there. Then we hit the streets. We put the backpack in the corner of a busy tram stop in the city centre of Amsterdam and then the act began. Every five minutes we played the same scene. Pointing at the backpack we asked people if they could help us notify the Police as it looked very suspicious and unfortunately we were forgotten our phone at home so we could not do it ourselves. Luckily we still had a small contact card in our purse that we got from the Police a short while ago with information on it how to reach them when in need… We stopped the scene as soon as one of the people we asked was actually ready to push the call button or started sending the text message. This way we really saw what the real behaviour was of people instead of just asking which channel they would prefer. In just 45 minutes we gained so many insights that since that day the Police team which was involved has adopted this kind of ethnographic research themselves and on a weekly basis try to gain new insights by just observing and doing small experiments on the street.
Despite the opportunity this kind of ethnographic research offers for breakthrough insights, many public sector organisations seem to be a bit reluctant to consider it as a valuable approach. This is such a pity as you can learn so much in so little time.
At the start, but also during the rest of your innovation journey, get out there and indulge yourself in the reality of your customer. Observe them in their daily life, listen to them and become one yourself. And not once a year, no, on a weekly basis!
Set Destination. | Zoom out. Zoom in.
Zoom out. Zoom in.
2030Economic
Opportunity spacesMarket 2030 Customers in 2030
Opportunities?
Step 1: The world 10 years from now
Inspire yourself first with insights on future trends and drivers*. Then create a vision of the world 10 years from now. How does it look like demographically, socially, economically and technologically? Use post-its.
First brainstorm for yourself for 10 minutes, then create the world of the future as a group and discuss.
Step 2: The market 10 years from now
Use your world of the future as a starting point and describe how the market / policy domain looks in 10 years time.
First brainstorm by yourself for 10 minutes, then work as a group and discuss.
Step 3: Your future customer
What are your customers’ challenges, what drives them, what makes them successful?
Again, first brainstorm by yourself for 10 minutes, then work as a group and discuss.
Step 4: Define opportunity spaces
What are the most pressing issues / biggest opportunities you should focus on? List those opportunity spaces.
In the end choose those opportunity spaces you want to focus on during your first year of experimenting.
*In the inspire section you find a link to the book ‘Beyond the Noise’ of our Center for the Longview. It gives you a comprehensive overview of all different trends and drivers that shape our future.
Do you know where you are going?It’s time to assess where your organisation stands
Fully disagree Disagree Agree Fully agree
We are confident in our choices around which strategic opportunity areas to pursue!
We actively analyse market trends beyond current short term market dynamics!
Set destination. | Score yourself.
We have a compelling vision that guides our innovation journey and inspires others to join!
We are able to translate our compelling vision into opportunities that make sense to our organisation!
GovLab 16© 2020 Deloitte NSE LLP. All rights reserved.
Get inspired by our recommended readings, podcasts and TEDtalks
Get Inspired!
An article published in the Harvard Business Review on the importance of having an innovation strategy. Although this is perhaps a bit more focused on the private sector, it is still an interesting read describing which questions to consider in your innovation strategy.
Set destination. | Inspiration.
PaperYou need an Innovation Strategy- Gary G. Pisano -
PaperZoom out / Zoom in- Deloitte C4tE -
The Deloitte Center for the Edge partners with senior executives to make sense of and profit from emerging opportunities on the edge of business and technology. They help leaders understand the fundamental changes shaping the world, navigate the short-term challenges and identify long-term opportunities. This specific report describes the why, what and how of the Zoom out / Zoom in methodology.
VideoThe Moon Speech- John F. Kennedy -
Goes without saying, one of the most famous speeches ever and still inspiring today.
Ted talkThe Art of Innovation- Guy Kawasaki -
Very good and inspiring Ted talk on innovation. The points he makes around ‘meaning’ and ‘mantra’ are very relevant when drafting your innovation strategy.
Ted talkThe Golden Circle- Simon Sinek -“Start with Why…” Just for those couple of people that have not seen it…and of course those people that just love Simon Sinek’s voice…
Click the pictures to access the content
Podcast - MoonshotExplore the world’s biggest ideas and the people making them happen on this podcast series.
Book – Beyond the Noise
This book of Deloitte’s Center for the Longview gives you a comprehensive overview of all different trends and drivers that shape our future. A must read when envisioning your destination!
GovLab 17© 2020 Deloitte NSE LLP. All rights reserved.
See you next time!
Set destination. | See you next time!
I’ll be back!
We hope you found this chapter of our survivor guide useful again. We try to publish a new chapter every month. Click on the link below to register if you want to receive a direct notification when the next chapter is online:
https://bit.ly/2Z5d51d
In the meantime we wish you all the best on your journey and just reach out if you need any help…
GovLab 18© 2020 Deloitte NSE LLP. All rights reserved.
Get in touch
Shane Mohan | Partner | [email protected] Byrne | Senior Manager | [email protected] Cunningham | Manager | [email protected]
Carsten Joergensen | Partner | [email protected] Stine Degnegaard| Director | [email protected] Lynge Lind| Senior Manager | [email protected] Hein| Senior Consultant | [email protected]
Rob Dubbeldeman | Partner | [email protected] Charité | Director | [email protected] van Loon | Senior Manager| [email protected] Schuitemaker | Consultant | [email protected] Muntinga | Manager | [email protected] Arsova | Consultant | [email protected]
Victoria Mulreany| Associate Director| [email protected]
Jane Pring| Manager| [email protected]
Contact the GovLab global team for more information or resources
Connect | Connecting across the ecosystem
Katrine Minken | Partner | [email protected] Tynes Johnsen | Manager | [email protected] Tandberg | Manager | [email protected] Hang Vo | Senior Consultant | [email protected] Fredriksen | Manager | [email protected]
© 2020 Deloitte. All rights reserved.
