TDP As the Party of Hope For AP Youth Under N Chandrababu Naidu’s Leadership
Social Innovator Dialogues Christian Bason masterclass slides
1. Leading public sector innovation
Co-creating for a better society
Christian Bason, Director, MindLab
2.
3.
4.
5.
6. What are the ingredients in
your ‘perfect storm’?
Exercise: Challenges
7.
8. How are you trying to
address your challenges?
Exercise: Working with change
9. 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.
10. 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...
11. Exercise: Barriers
Which barriers do you encounter
when trying to accomplish
something new?
Share a concrete example where
you hit one or more barriers.
12. 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
13. Four C’s: An innovation ecosystem
CCCCOURAGE
(TO LEAD)
CCCCAPACITY
(POWER TO INNOVATE)
CCCCONSCIOUSNESS
(CREATING A NEW LANGUAGE)
CCCCO-CREATION
(ORCHESTRATING THE PROCESS)
14. 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)
15. 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
16. ”Innovation is a terrible word. But there
is nothing wrong with its content.”
MindLab
The dilemma
18. 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]
19. From exploration to exploitation (I)
Heuristic AlgorithmMystery
Martin (2009)
22. 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)
26. SC 1
SC 2
SC 3
SC 4
SC 5
Short-term
< 1 year
Strategic
Challenges
Innovation
efforts
Time
High uncertainty
Medium uncertainty
Low uncertainty
Daily
Weekly
Medium-term
< 3-5 years
Long-term
< 10-20 years
Managing the innovation portfolio
27. 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)
28. Who contributes to your projects or
processes of creating something new?
How do they contribute?
Is something missing...?
Exercise: Co-creation
33. 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
34. Citizens, business, NGO, government...
Policy planners, systems developers,
administrators, operators, front line staff...
Suppliers, partners, advisors...
Academia, ’wild cards’...
Decision-makers...
People
35. CREATING A
NEW FUTURE
INFORMING ABOUT
THE PRESENT STATE
MANYFEW
Quantitative
surveys
Co-creation
workshops
Crowdsourcing
Qualitative
research
Forms of citizen involvement
37. 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)
38. Design thinking: ’Action’
Reconfiguring the problem space
Visualisation
Prototyping
Experimental & iterative
Zooming in: Citizen-centric
Zooming out: Systems thinking
46. 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
48. 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)
49.
50. Exercise: Leading innovation
Who are my leadership role models
when it comes to driving innovation and
change in government?
Why?
51. 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
52. 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
