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Social Innovator Dialogues Christian Bason public forum slides

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Social Innovator Dialogues Christian Bason public forum slides

  1. 1. Leading public sector innovation Co-creating for a better society Christian Bason, Director, MindLab
  2. 2. Four shifts From random innovation to a conscious andconscious andconscious andconscious and systematic approachsystematic approachsystematic approachsystematic approach to public sector renewal From managing human resources to buildingbuildingbuildingbuilding innovation capacityinnovation capacityinnovation capacityinnovation capacity at all levels of government From running tasks and projects to orchestratingorchestratingorchestratingorchestrating processes of coprocesses of coprocesses of coprocesses of co----creationcreationcreationcreation, creating new solutions with people, not for them From administrating public organisations to courageouslycourageouslycourageouslycourageously leadingleadingleadingleading innovation across and beyond the public sector.
  3. 3. A global movement ‘Why innovation?’ -> ‘How innovation?’ Random, ‘luck’ -> Strategic, ‘systematic’ Expert-driven creation –> Co-creation Public sector innovation is becoming a discipline, and co-creation is a key approach...
  4. 4. Barriers 1. Paying a price for politics 2. Anti-innovation DNA 3. Fear of divergence 4. Where’s the citizen? 5. An orchestra without a conductor 6. Leading into a vacuum: the 80/20 rule
  5. 5. Four C’s: An innovation ecosystem CCCCOURAGE (TO LEAD) CCCCAPACITY (POWER TO INNOVATE) CCCCONSCIOUSNESS (CREATING A NEW LANGUAGE) CCCCO-CREATION (ORCHESTRATING THE PROCESS)
  6. 6. 1. Consciousness How to develop a shared language of innovation? CCCCONSCIOUSNESS (CREATING A NEW LANGUAGE) CCCCOURAGE (TO LEAD) CCCCAPACITY (POWER TO INNOVATE) CCCCO-CREATION (ORCHESTRATING THE PROCESS)
  7. 7. ”Innovation is a terrible word. But there is nothing wrong with its content.” MindLab The dilemma
  8. 8. Innovation defined Implementation ValueIdea
  9. 9. What is the value of innovation? Productivity [”efficiency”; eg higher case load per employee] Service experience [citizen’s satisfaction with services delivered] Results [changes resulting from the activities of the public organisation, eg health, employment and growth] Democracy [eg participation, transparency and accountability]
  10. 10. From exploration to exploitation Heuristic AlgorithmMystery Martin (2009)
  11. 11. 2. Capacity How to build the ability to innovate – at all levels? CCCCOURAGE (TO LEAD) CCCCONSCIOUSNESS (CREATING A NEW LANGUAGE) CCCCO-CREATION (ORCHESTRATING THE PROCESS) CCCCAPACITY (POWER TO INNOVATE)
  12. 12. Celebrating capacity
  13. 13. The innovation pyramid Context Strategy People & culture Organisation & technology
  14. 14. 3. Co-creation How to run an effective process of innovation? CCCCOURAGE (TO LEAD) CCCCAPACITY (POWER TO INNOVATE) CCCCONSCIOUSNESS (CREATING A NEW LANGUAGE) CCCCO-CREATION (ORCHESTRATING THE PROCESS)
  15. 15. The systematic process of creating new solutions with people, not for them: • Broader scope of peoplepeoplepeoplepeople [citizens+] • New mode of knowledgeknowledgeknowledgeknowledge [qualitative, first-hand] • Different kind of processprocessprocessprocess [design-driven] Co-creation defined
  16. 16. Citizens, business, NGO, government... Policy planners, systems developers, administrators, operators, front line staff... Suppliers, partners, advisors... Academia, ’wild cards’... Decision-makers... People
  17. 17. CREATING A NEW FUTURE INFORMING ABOUT THE PRESENT STATE MANYFEW Quantitative surveys Co-creation workshops Crowdsourcing Qualitative research Forms of citizen involvement
  18. 18. Knowledge AnalysisAnalysisAnalysisAnalysis (Splitting) SynthesisSynthesisSynthesisSynthesis (Putting together) Rational Logical Deductive Solutions ‘Thinking it through’ Single discipline Causality Emotional Intuitive Inductive Paradigms, platforms Rapid prototyping (thinking through doing) Multiple disciplines Impact After Banerjee / Stanford d.school
  19. 19. Design thinking: ’Attitude’ “[Public] managers operate in a problem space with no firm basis for judging one solution as superior to another, and still they must proceed.” Boland & Collopy (2004)
  20. 20. Design thinking: ’Action’ Reconfiguring the problem space Citizen-centric Visualisation Experimental Zooming in & out
  21. 21. Knowing Analysing Synthesising Creating Citizen-centred research Pattern recognition Idea generation LearningChallenging the problem Project scoping Visualisation Concept development Selection Testing Prototyping Framing Scaling Identifying insights Implementing Mastering the co-creation process
  22. 22. Servicerejse MetodeMetodeMetodeMetode
  23. 23. Co-creation Co-productionProfessionals produce Experts create Co-creation can enable co-production
  24. 24. Value of co-creation Divergence More ideas, fasterMore ideas, fasterMore ideas, fasterMore ideas, faster Impact CostCostCostCost----efficient solutions that are tested and will workefficient solutions that are tested and will workefficient solutions that are tested and will workefficient solutions that are tested and will work Execution ’’’’Rehearsing the futureRehearsing the futureRehearsing the futureRehearsing the future’’’’ strengthens implementationstrengthens implementationstrengthens implementationstrengthens implementation
  25. 25. 4. Courage What is the role of public leadership? CCCCOURAGE (TO LEAD) CCCCAPACITY (POWER TO INNOVATE) CCCCONSCIOUSNESS (CREATING A NEW LANGUAGE) CCCCO-CREATION (ORCHESTRATING THE PROCESS)
  26. 26. 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
  27. 27. Four leadership roles Encouraging small-scale experimentation & learning Recruiting and developing a diversity of talent Empowering staff to reflect on own practices KNOWLEDGE ENGINEER [Institution head] Embracing divergence Creating innovation space Applying language of innovation to problem-solving 360 DEGREE INNOVATOR [Mid-level manager] Extending a licence to innovate Crafting and implementing strategies for innovation Engaging managers in a dialogue about innovation THE ENABLER [Top executive] Expecting administrators to be professional innovators Investing in innovation capacity Formulating a vision that demands innovation THE VISIONARY [Politician] Co-creationCapacityConsciousnessCourage
  28. 28. www.mind-lab.dk
  29. 29. ?

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