Mind Lab
1 like484 views
1. Public sector innovation requires four shifts: from random to systematic innovation, managing human resources to building innovation capacity at all levels, running tasks to orchestrating co-creation processes, and administering organizations to courageously leading innovation across sectors. 2. Co-creation is key to public sector innovation, involving creating solutions with people rather than for them through workshops and crowdsourcing. 3. Building innovation capacity requires developing a shared language, celebrating innovations at all levels, and managing a portfolio of challenges and efforts across timeframes.
![What is the value of innovation?Productivity[”efficiency”; eg higher case load per employee]Results[changes resulting fromthe activities of thepublic organisation,eg health, employmentand growth]Service experience[citizen’ssatisfaction withservices delivered]Democracy[eg participation, transparencyand accountability]](https://image.slidesharecdn.com/mindlab-110429090833-phpapp02/85/Mind-Lab-17-320.jpg)
![Co-creation definedThe systematic process of creatingnew solutions with people, not for them: Broader scope of people [citizens+]](https://image.slidesharecdn.com/mindlab-110429090833-phpapp02/85/Mind-Lab-25-320.jpg)
![New mode of knowledge [qualitative, first-hand]](https://image.slidesharecdn.com/mindlab-110429090833-phpapp02/85/Mind-Lab-26-320.jpg)
![Different kind of process [design-driven]Co-creation can enable co-productionCo-creationProfessionalsproduceCo-productionExpertscreate](https://image.slidesharecdn.com/mindlab-110429090833-phpapp02/85/Mind-Lab-27-320.jpg)
Mind Lab
- 1. Leading public sector innovationCo-creating for a better societyChristian Bason, Director, MindLab
- 4. Co-creating to tackle ”wickedproblems”...
- 10. Four shifts From random innovation to a conscious and systematic approach to public sector renewal From managing human resources to building innovation capacity at all levels of government From running tasks and projects to orchestrating processes of co-creation, creating new solutions with people, not for them From administrating public organisations to courageously leading innovation across and beyond the public sector.
- 11. A global movement‘Why innovation?’ -> ‘How innovation?’ Random, ‘luck’ -> Strategic, ‘systematic’ Expert-driven creation –> Co-creationPublic sector innovation is becoming a discipline, and co-creation is a key approach...
- 12. Barriers1. Paying a price for politics2. Anti-innovation DNA3. Fear of divergence4. Where’s the citizen?5. An orchestra without a conductor6. Leading into a vacuum: the 80/20 rule
- 13. Four C’s: An innovation ecosystemCOURAGE(TO LEAD)CONSCIOUSNESS(CREATING A NEW LANGUAGE)CO-CREATION(ORCHESTRATING THE PROCESS)CAPACITY(POWER TO INNOVATE)
- 14. 1. ConsciousnessHow to develop a shared language of innovation?COURAGE(TO LEAD)CO-CREATION(ORCHESTRATING THE PROCESS)CAPACITY(POWER TO INNOVATE)CONSCIOUSNESS(CREATING A NEW LANGUAGE)
- 15. The dilemma”Innovation is a terrible word. But thereis nothing wrong with its content.” MindLab
- 17. What is the value of innovation?Productivity[”efficiency”; eg higher case load per employee]Results[changes resulting fromthe activities of thepublic organisation,eg health, employmentand growth]Service experience[citizen’ssatisfaction withservices delivered]Democracy[eg participation, transparencyand accountability]
- 18. From exploration to exploitation (I)HeuristicAlgorithmMysteryMartin (2009)
- 19. 2. CapacityHow to build the ability to innovate – at all levels?COURAGE(TO LEAD)CONSCIOUSNESS(CREATING A NEW LANGUAGE)CO-CREATION(ORCHESTRATING THE PROCESS)CAPACITY(POWER TO INNOVATE)
- 22. The innovation pyramidContextStrategyOrganisation & technologyPeople & culture
- 23. Managing the innovation portfolioStrategicChallengesSC 1SC 2SC 3InnovationeffortsSC 4High uncertaintySC 5Medium uncertaintyLow uncertaintyShort-term< 1 yearDailyWeeklyMedium-term< 3-5 yearsLong-term< 10-20 years
- 24. 3. Co-creationHow to run an effective process of innovation?COURAGE(TO LEAD)CONSCIOUSNESS(CREATING A NEW LANGUAGE)CAPACITY(POWER TO INNOVATE)CO-CREATION(ORCHESTRATING THE PROCESS)
- 25. Co-creation definedThe systematic process of creatingnew solutions with people, not for them: Broader scope of people [citizens+]
- 26. New mode of knowledge [qualitative, first-hand]
- 27. Different kind of process [design-driven]Co-creation can enable co-productionCo-creationProfessionalsproduceCo-productionExpertscreate
- 28. CREATING ANEW FUTURECo-creationworkshopsCrowdsourcingMANYFEWQuantitativesurveysQualitativeresearchINFORMING ABOUTTHE PRESENT STATEForms of citizen involvement
- 29. Professional empathyExperiencing what citizens experience
- 32. The Australian Centre for Social Innovation, www.tacsi.au.org
- 33. Rehearsing the futurePrototyping to drive learning
- 40. Three principles #1Going very close-up for insight #2 Zooming out for redesign#3From ‘service delivery’ to leveraging resources for better outcomes
- 41. How design might helpAttitude + Action
- 42. ’Attitude’Source: Banny Banerjee, Stanford
- 44. 4. CourageWhat is the role of public leadership?CONSCIOUSNESS(CREATING A NEW LANGUAGE)CO-CREATION(ORCHESTRATING THE PROCESS)CAPACITY(POWER TO INNOVATE)COURAGE(TO LEAD)
- 46. What is courage?“Courage comes from the willingness to ‘die,’ to go forth into an unknown territory that begins to manifest only after you dare to step into that void. That is the essence of leadership.”C. Otto Scharmer, MIT
- 48. www.mind-lab.dk
- 49. ?