social innovator dialogues christian bason masterclass slides

Leading public sector innovationCo-creating for a better society

Christian Bason, Director, MindLab

What are the ingredients in your ‘perfect storm’?

Exercise: Challenges

How are you trying to address your challenges?

Exercise: Working with change

Four shifts

From random innovation to a conscious andconscious andconscious andconscious and

systematic approach systematic approach systematic approach systematic approach to public sector renewal

From managing human resources to buildingbuildingbuildingbuilding

innovation capacity innovation capacity innovation capacity innovation capacity at all levels of government

From running tasks and projects to orchestrating orchestrating orchestrating orchestrating processes of coprocesses of coprocesses of coprocesses of co----creationcreationcreationcreation, creating new solutions with people, not for them

From administrating public organisations to courageously courageously courageously courageously leading leading leading leading innovation across and

beyond the public sector.

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...

Exercise: Barriers

Which barriers do you encounter when trying to accomplish something new?

Share a concrete example where you hit one or more barriers.

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

Four C’s: An innovation ecosystem

CCCCOURAGE(TO LEAD)

CCCCAPACITY(POWER TO INNOVATE)

CCCCONSCIOUSNESS(CREATING A NEW LANGUAGE)

CCCCO-CREATION(ORCHESTRATING THE PROCESS)

1. ConsciousnessHow to develop a shared language of innovation?


CCCCOURAGE(TO LEAD)



What are your own successful cases and stories that exemplify what you mean by innovation? Briefly describe one.

What would be a meaningful way to talk about innovation in your organisation?

Exercise: Raising consciousness

”Innovation is a terrible word. But there

is nothing wrong with its content.”

MindLab

The dilemma

Innovation defined

Implementation ValueIdea

What is the value of innovation?

Productivity[”efficiency”; eg highercase load per employee]

Service experience[citizen’s

satisfaction withservices delivered]

Results[changes resulting from

the activities of thepublic organisation,

eg health, employmentand growth]

Democracy[eg participation, transparency

and accountability]

From exploration to exploitation (I)

Heuristic AlgorithmMystery

Martin (2009)

From exploration to exploitation (II)

2. CapacityHow to build the ability to innovate – at all levels?

CCCCOURAGE(TO LEAD)




Celebrating capacity

The innovation pyramid

Context

Strategy

People & culture

Organisation & technology

SC 1

SC 2

SC 3

SC 4

SC 5

Short-term< 1 year

StrategicChallenges

Innovationefforts

Time

High uncertainty

Medium uncertainty

Low uncertainty

DailyWeekly

Medium-term< 3-5 years

Long-term< 10-20 years

Managing the innovation portfolio

3. Co-creationHow to run an effective process of innovation?

CCCCOURAGE(TO LEAD)




Who contributes to your projects or

processes of creating something new?

How do they contribute?

Is something missing...?

Exercise: Co-creation

Co-creation

Co-productionProfessionalsproduce

Expertscreate

Co-creation can enable co-production

The systematic process of creatingnew 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

Citizens, business, NGO, government...

Policy planners, systems developers, administrators, operators, front line staff...

Suppliers, partners, advisors...

Academia, ’wild cards’...

Decision-makers...

People

CREATING ANEW FUTURE

INFORMING ABOUTTHE PRESENT STATE

MANYFEW

Quantitativesurveys

Co-creationworkshops

Crowdsourcing

Qualitativeresearch

Forms of citizen involvement

Knowledge

AnalysisAnalysisAnalysisAnalysis(Splitting)

SynthesisSynthesisSynthesisSynthesis(Putting together)

RationalLogicalDeductiveSolutions‘Thinking it through’Single disciplineCausality

EmotionalIntuitiveInductiveParadigms, platformsRapid prototyping (thinking through doing)Multiple disciplinesImpact

After Banerjee / Stanford d.school

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)

Design thinking: ’Action’

Reconfiguring the problem space

Visualisation

Prototyping

Experimental & iterative

Zooming in: Citizen-centric

Zooming out: Systems thinking

Knowing

Analysing Synthesising

Creating

Citizen-centredresearch

Patternrecognition

Idea generation

LearningChallengingthe problem

Projectscoping

Visualisation Conceptdevelopment

Selection

Testing

Prototyping

Framing

Scaling

Identifying insights

Implementing

Mastering the co-creation process

Value of co-creation

DivergenceMore ideas, fasterMore ideas, fasterMore ideas, fasterMore ideas, faster

ImpactCostCostCostCost----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

4. CourageWhat is the role of public leadership?

CCCCOURAGE(TO LEAD)




Exercise: Leading innovation

Who are my leadership role models when it comes to driving innovation and change in government?

Why?

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

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; running co-creation projects

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

www.mind-lab.dk