The Public Innovator’s Playbook: Nurturing bold ideas in government phần 2 pps

12 The Public Innovator’s Playbook: Nurturing Bold Ideas in Government • Dowehavemechanismstoletideas flow in and out of the organization? • Dowehavethecapabilitiestoadopt a particular strategy for innovation? • Istheorganizationalcultureintune with the innovation mechanism? • Istheorganizationalstructurehi- erarchical and opaque, or does it offer meaning, flexibility, and novelty to young entrants? Some changes in organizational structures and cultures are necessary to make opti- mal use of innovation strategies. Emerging organizational models, such as the networked approach, require a bigger and more funda- mental change. In this model, public sector organizations may no longer own the services they provide. Instead, they aggregate and manage services provided by others, gather ideas from anywhere, and tap talent markets farandwide.Agenciesthenuseinternalskills to adapt these ideas to their specific needs. The future of public sector innovation The central idea of this book is to show how to make innovation more than an isolated project or special program in the public sector. For in- novation to take root, government agencies will need to take an inte- grated view of the innovation process, from idea generation, to selection, to implementation and diffusion. In ad- dition, public agencies have to take a new look at strategies for fostering a culture of innovation and building an organizational structure that supports innovation. This entails developing an organizational culture where anyone can contribute ideas to help generate breakthrough innovations. It means creating organizational structures and systems that are better and faster at leveraging the creativ- ity of those closest to the problem, whether they are employees, partners, or citizens. Governments cannot be complacent about theirabilitytoinnovate.Astheexternal environment changes at an increasingly rapid pace, an organization’s ability to innovate becomesmorecrucial.Asthechallengesfacing government become more important, clos- ing the innovation gap becomes imperative. Using multiple innovation approaches helps overcome weaknesses in the public sector’s innovation cycle, while the organizational structure provides the bedrock for the innova- tion process to work. We begin this discussion inChapter1withtheinnovationprocess. 13 The Public Innovator’s Playbook: Nurturing Bold Ideas in Government Introduction “Innovation— any new idea—by denition will not be accepted at rst. It takes repeated attempts, endless demonstrations, monotonous rehearsals before innovation can be accepted and internalized by an organization. This requires courageous patience.” Warren Bennis [...]... Monitoring and reporting the number of projects meeting objectives These measures of performance ultimately have to flow from the mission of the organization, and unless the mission changes to accommodate these measures, innovations in the public sector environment will flounder If the The Public Innovator’s Playbook: Nurturing Bold Ideas in Government The innovation cycle 25 26 mission is complicated,... uncertainty, making course corrections in implementing innovations when needed The Public Innovator’s Playbook: Nurturing Bold Ideas in Government The innovation cycle 23 Figure 1.4: Tools and techniques for idea implementation External partners (contractors, nonprofits, other governments) 24 • Create a learning organization • Utilize full range of publicprivate partnership models • Partner with best -in- class... factor in diffusing the idea through the organization The Public Innovator’s Playbook: Nurturing Bold Ideas in Government Figure 1.5: Tools and techniques for diffusing innovation External partners (contractors, nonprofits, other governments) • Create a learning organization • Benefit from transborder networks established by private sector companies Employees (public employees) 27 • Provide financial sustainability... Innovator’s Playbook: Nurturing Bold Ideas in Government Table 1.1: The public sector change paradox How the public sector often thinks and acts How change actually works Detail-oriented planning with locked -in execution Focus on outcomes — what is the real objective? Requirements gathering focused on what exists Define and commit to the principles of the new design Strict adherence to defined requirements... Miller, the founder of the Change and Innovation Agency, a firm that helps organizations radically improve performance, has termed “guerilla warfare” for innovation.13 Programs with proven track records tend to meet less resistance than untried ideas Therefore, publicizing a program’s success in one unit can help to diffuse it to other parts The Public Innovator’s Playbook: Nurturing Bold Ideas in Government. .. on the basis of management team, customer satisfaction, and how likely they are to finish on time and within budget Similar to well-performing stocks in a portfolio management company, promising projects get more investment Projects unlikely to meet their goals are shut down Kundra hopes that with this approach, the aggregated wisdom of employ- The Public Innovator’s Playbook: Nurturing Bold Ideas in. .. rather than mere compliance with statutes Gainsharing (rewarding employees for improving performance and reducing costs) and sharein-savings (having partners share project costs, risks, and rewards) are two innovative mechanisms that have worked well previously to incentivize the proper execution of ideas The share -in- savings model is typically used when the end results can be easily measured, with the. .. in Government ees working in the trenches will increase the likelihood of funding ideas that actually work With OCTO, Kundra also aims to change the risk-averse culture in government “I think controlled risk is very healthy,” says Kundra “That’s why I created OCTO Labs The idea was that we would throw hundreds of ideas on the wall and even if five of them survive, they will be transformative.”9 Another... executed If ideas are not converted into services, practices, and programs, they may stop flowing in If they are not properly executed, they can attract widespread criticism and perhaps even lead to public embarrassment Strategies for making sure innovations are well executed are outlined in figure 1.4 One issue governments often face in implementation is to incentivize a change in the behavior of their... sure of the steps in the process of change For example, Steve Kelman, who led the initiative to reform the U.S federal government s procurement system, estimates that around 18 percent of the employees were active advocates of the reform even before its launch Pressure from the top did not create these change advocates; it merely helped them to come out into the open These employees in turn influenced . toward making The innovation cycle 21 22 The Public Innovator’s Playbook: Nurturing Bold Ideas in Government an impact on seemingly intractable problems. Anothernovelapproachtoselectingwhich projects. other governments) 20 The Public Innovator’s Playbook: Nurturing Bold Ideas in Government goals help focus thinking on the kinds of ideas that would be embraced and make a difference to the. implementing innovations when needed. The innovation cycle 23 24 The Public Innovator’s Playbook: Nurturing Bold Ideas in Government Agoodexampleof the importanceofa flexible approach is the