Upload
luka
View
32
Download
0
Tags:
Embed Size (px)
DESCRIPTION
Unleashing public innovation S erial innovation and the public sector. William D Eggers Research Director, Public Sector Deloitte . How do we typically innovate?. 1920. 2011. Price in 2011 C$ Log scale and inverted. More for More. Ford Model T T $3,200 20 Horsepower. Tata Nano - PowerPoint PPT Presentation
Citation preview
Unleashing public innovation Serial innovation and the public sector
William D EggersResearch Director,
Public Sector Deloitte
Price in 2011 C$Log scale and inverted
Horsepower
Low end High end
Morefor
More
Ford Model T T$3,200
20 Horsepower
Bugati Type 35$180K
140 Horsepower
1920Tata Nano
$2,10033 Horsepower
Bugati Veyron$1.9 million
987 Horsepower
2011
How do we typically innovate?
Higher education: 439% increase after inflation
19601962
19641966
19681970
19721974
19761978
19801982
19841986
19881990
19921994
19961998
20002002
20042006
20080
500,000
1,000,000
1,500,000
2,000,000
2,500,000
Other third party payers and programs
Health insurance
Out of pocket
Health care inflation equally bad….
Innovation is about breaking tradeoffs
Bridge International Academies
$4 Fee per month of private education for 1 student
15:1 Pupil: teacher ratio at a Bridge school
47:1 Pupil: teacher ratio at average Kenyan school
$3 Cost in bribes for public education for 1 student
Bridge International’s “school in a box” model makes it easy to open and operate new schools.
What started with 1 school in 2009…
Is now more than 70 schools…
With a target of 1,800 schools by 2015
CultureCapability Innovation that should happen
but won’t
Potential innovations that can’t
happen
Authority
Public value created by innovation
Innovative activity that could create
public value but is not permitted
Key Factors for Public Innovation
Capabilities
The innovation process: One weak link in the chain can stump the flow of innovations
11
GNL Senior Leaders - Innovation Workshop
Idea Generation Sustaining & DiffusionImplementationTesting
&Selection
Filter good ideas by creating an efficient sorting process
Convert ideas into products, services and practices
Manage stakeholders and disseminate ideas widely
Create systems to generate and maintain the flow of good ideas
Measuring Innovation
There has typically been a wall between those on the inside of government and those on the outside
Government
…but that leaves a lot of minds untapped
Governments need to open up to everyone…
Government
…and engage the outside world in problem solving
CultureCapability Innovation that should happen
but won’t
Potential innovations that can’t
happen
Authority
Innovative activity that could create
public value but is not permitted Public value
created by innovation
Expanding the space for public innovation
NASA will post its challenges online for a network of more than 180,000 self-enlisted solvers to tackle
NASA enlists the world’s help to advance the U.S. Space Program
“In less than a week, Martin O’Leary, a PhD student in glaciology, outperformedthe state-of-the-art algorithms”
“The world’s brightest physicists have been working for decades on solving one of the great unifying problems of our universe”
Kaggle’s Dark Matter Competition on the White House blog
Rules/authority
“Try again. Fail again. Fail better.”
-Samuel Beckett
Chris Rock
Rapid prototyping, rapid engagement
Gmail beta: 1 day
24
First version of Twitter:2 weeks
Changing the rules
• Hold a ‘failure case studies’ conference• Report to parliament on failures as well as successes• All annual reports include a section on failures and
what was learnt• Put innovation into performance plans• Put failure into KPIs• Funding for failure• Have a system to share failures
Improving Policy Execution26
The idea was that we would throw hundreds of ideas on the wall and even if five of them survive, they will be transformative.” –Vivek Kundra
OCTO Labs: Managing Risk the Right Away
Cultivate Replicate Partner
Network Open Source
Tap into Tacit Knowledge
DevelopEmerging Ideas
Drive Organizational
Change
Engaged Employees
1 2
Mechanisms to Identify innovation
Adapt to local context
Collaborate
Core Group of employees
Internal partners
External partners
External partners
Seek new solutions
Test new approaches
Benefit from cross- border diffusion
Overcome internal
constraints
Types of Partnership
Public-Private
Public–Public
Public-Nonprofit
3
4 5
Citizens report a number of problems
External partners, citizens and employees can be engaged in selecting ideas
Citizens know what they want but may not be able to articulate it clearly
Citizen input is necessary if new ideas are to succeed
External partners
Middle and senior managers should not be insulated f rom citizen reactions
In-source ideas
Predict ideas worth pursuing
Build citizen networks Create a
learning organization
Look for solutions that meet unconscious needs of your customers
Engage the creativity and specialized skills of a range of providers
User Community
Local community
CitizensDevelopment Community
SpecialistsOpen
source companiesOpen source project
Global community
Government organizations
Technology experts Students
Government agency
Nonprofits Private companies
Five Strategies for Innovation
28 The Public Innovator’s Playbook
Government Innovator
Citizens/customers
Participative and responsive government
Internal Partners
Joined-up and reinvented
government
External Partners
Partnered and networked government
Employees
Collaborative, outcome-focused
government
Tap all sources of innovation
Culture
The Core and Edge Concept
Edge Participants
EDGE Growth Opportunities
FLOW Connect Participants
Knowledge Flow
CORE
EDGE
Demographic Edge
EDGE TYPES
Geographic Edge
Technologic Edge
Increased Collaboration
Robust ConnectionsLower Inertia
UnexploitedCapabilities
Unmet Needs Greater Risk Tolerance
Cultivate – Innovation from the Edges
Edge Characteristics
31The Public Innovator’s Playbook
20% Time
Cultivate – Safe havens
Ensure that emerging ideas get the time to develop, protected from short-term budget constraints and premature criticism
Permit low-risk experimentation
Motivate “renegade” thinkers -- not people seeking to undermine authority, but independent visionaries looking to achieve results.
Safe havens are separate units kept close to mainstream activities but away from the line organization.
Havens of creativity within an organization
Employees who act as
entrepreneurs within an
organization
Skunk Works
Intraprenuers
“People are very open minded about new things. As long as they are exactly like the old ones”
- Charles Kettering
The Power of Words .wmv