Leading for Innovation: Solace Innovation Research 2015 interim findings short version

LEADING FOR INNOVATION:

Solace Innova7on Research 2015 Interim

Findings

Joan Munro Accelera7ng Innova7on in Local Government Research

Project

October 2015

©Accelera7ng Innova7on in Local Government Research Project

Councils selected for in-‐depth case studies


What were the leaders in these councils doing that appeared to be helping to achieve more major

innova7ons?


Being bold, ambi7ous, united and passionate ©Accelera7ng Innova7on in Local

Government Research Project

Crea7ng the culture for innova7on


Resourcing innova7on processes


Developing more innova7ve leaders


Building innova7ve partnerships, working in new ways ©Accelera7ng Innova7on in Local Government Research Project

Moving with pace, despite uncertain7es ©Accelera7ng Innova7on in Local


Understanding & involving residents


Engaging employees ©Accelera7ng Innova7on in Local


Learning from elsewhere


Using ‘more agile’ processes


Being disciplined, focused & determined, ensuring delivery


Reflec7on on findings

In previous studies many councils were: •  Taking a piecemeal approach to innova7on •  Achieving mostly small scale innova7ons in services

Some naïve approaches e.g.: •  Just encouraging everyone to “be crea7ve” •  Asking frontline employees to produce relevant ideas in a vacuum


In this 2015 study More taking a comprehensive strategic approach to innova7on with: •  United leaders redefining the council’s purposes & how it operates

•  Clear innova7on priority areas •  Time & resources earmarked for innova7on •  Significant innova7ons with partners •  Experimenta7on & considered risks •  Considerable efforts to engage residents


Ac7ons more could take

•  Develop more exper7se in innova7on processes

•  Make employee engagement a priority •  Seek more disrup7ve ideas and support from outside and abroad

•  Commission external services for innova7on •  Cut low priority frontline services to create more capacity for innova7on


The Local Councils’ Innova7on Framework: a checklist for leaders


Ci#zen'&''service'user''

focus'!

Culture'promotes'innova#on''

Effec#ve'delivery'

mechanisms'for'innova#on'

Cross'boundary'innova#ons'

Strategic'approach'to'innova#on'

Leaders'&'managers'lead'for'

innova#on'

Clear'poli#cal'vision'&'priori#es'

!

Employees'skilled'&'

mo#vated'for'innova#on'

For the full version of the latest Framework see: hbp://bit.ly/1KOacAD

Resources •  The new Solace case studies:

hbp://bit.ly/1OvJaEe •  More presenta7ons on innova7on:

hbp://www.slideshare.net/joanmunro

•  NESTA Innova7on Skills Bank:hbp://www.nesta.org.uk/develop-‐your-‐skills

•  Design Council service redesign process:

hbp://www.designcouncil.org.uk/news-‐opinion/design-‐process-‐what-‐double-‐diamond

[email protected] @JoanMICL


Government & Nonprofit

Leading for Innovation: Solace Innovation Research 2015 interim findings short version