1.
A CLOSER
UNLEASHING INNOVATION:
ABSORPTION
LOOK AT

2.
Using our Innovation Framework, Accenture conducted a global
study of government innovation.
STUDYING GOVERNMENT INNOVATION
Copyright © 2018 Accenture. All rights reserved. 2
IDEATION IMAPACT &
BENEFITS
EXECUTION
ABSORPTION
Innovation is absorbed
throughout the culture, with
the most promising ideas
chosen for execution
There is ownership of
innovation
Risks are permitted
STRATEGY

3.
WHAT HAVE WE
LEARNED ABOUT
ABSORBING
INNOVATION INTO
AN AGENCY’S
CULTURE?

4.
Innovation can’t be just a buzzword or a concept, but instead be a
part of an organization’s philosophy
Government organizational cultures are broadly supportive and
open to more innovation:
INNOVATION IS PHILOSOPHICAL
Copyright © 2018 Accenture. All rights reserved. 4
75%feel their culture has a
balanced tolerance for risk or
skews toward “allowing space
for risk taking”
91%report support for risk-takers
in their organizations
42%say risk-takers are highly
regarded, even if some of
their ideas don’t pan out

5.
Governments are expressing willingness to work
with diverse skills and perspectives:
OPEN MINDS FOR
GOVERNMENT INNOVATION
Copyright © 2018 Accenture. All rights reserved. 5
Skillsets in their
workforce are very
diverse and open to
thinking differently
54%
Agency is open to innovation—
already displaying strong
interaction with the broader
ecosystem and a readiness to
influence and be influenced by
external parties
49%
Collaboration
happens across
departments with
minimal siloes
54%

6.
WALKING THE INNOVATION TALK
Copyright © 2018 Accenture. All rights reserved. 6
Governments aren’t just talking about innovation—
they’re taking action:
73%Have mitigation systems or
mechanisms in place to
manage risks that might
arise from innovation test
and implementation
19%Are considering
implementing such
mechanisms
+

7.
SETTING ASIDE MONEY FOR INNOVATION
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Governments are dedicating funds—drawn from diverse
sources—specifically to drive innovation:
79%Have funds dedicated to
innovation
10%Are considering dedicating
funds
2-5% of administrative
budget is earmarked for
innovation
41%
6-10% of administrative
budget is dedicated to
innovation
41%
Obtain funds from
external sources for
innovation and related
research
In other words, they
are taking the risk of
exposure to external
commitments
87%
Of the 79%...

8.
READY TO IMPROVE
YOUR APPROACH?
FOLLOW THE
LEADERS

9.
OPPORTUNITIES TO INCREASE
TRANSPARENCY
Copyright © 2018 Accenture. All rights reserved. 9
One area of potential improvement: provide greater transparency
around why certain ideas are pursued and funded.
That would give potential innovators—whether employees or external
partners—a clearer idea of what will be supported.
Use detailed, objective criteria for
ranking and selecting projects—and
working to keep their innovation
portfolio aligned with strategic
goals
Have clear and
transparent
communication
to a great extent
Have clear and
transparent
communication
to a certain
extent
Communication is
valued by all—but
especially by those
that emerged as
government
innovation leaders:
Innovation leaders
Everyone else
83.3%
54%
66.7%
40%
33.3%
57%

10.
MAKE THE MOST OF WHAT YOU
ALREADY HAVE
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Innovation is likely already “hiding out”
in your organization—
WORKTO BRING IT OUT
DON’T ACCEPTTHIS
LONGSTANDING STORY:
“Government organizations are stuck in
routines and not open to change”
RISKTOLERANCE, OPENNESS,
FUNDING AND CLEAR
COMMUNICATION
of selection criteria are the cultural building blocks for
innovation—use what’s already in place or keep
working to adopt these elements

11.
FOCUS ON CORE PROCESSES to get
your innovation “machine” in place and
start delivering results
THE CULTURE WILL START TO COME
ALONG
Don’t underestimate the value of
MODELS” doing innovative things to
benefit citizens
SEEING EFFECTIVE RESULTS WILL
BRING MORE OF YOUR CULTURE
ALONG
BUILD IT AND THEY WILL COME
Copyright © 2018 Accenture. All rights reserved. 11

12.
AUSTRALIA
UNITED KINGDOM
SOUTH AFRICA
IRELAND GERMANY
ITALYFRANCE
UNITED STATES
BRAZIL
CANADA
In October 2017,
Accenture surveyed
591
METHODOLOGY
Copyright © 2018 Accenture. All rights reserved. 12
RESPONDENTS
From 10 countries

13.
Respondents represented the following levels of government:
Copyright © 2018 Accenture. All rights reserved. 13
Respondents represented these segments within government:
38%
Local
38%
State/Regional/Provincial
24%
National/Federal
7%
Healthcare Payor (Health Insurance) – Public/Government
7%
Healthcare Provider – Public/Government Managed
86%
Public Service (other than Education) – Government Agency
METHODOLOGY

14.
Government agency respondents
represented these functions:
Copyright © 2018 Accenture. All rights reserved. 14
15%
Centralized Administration
18%
Employment Services
11%
Policing/Justice
5%
Defense
18%
Social Services/
Welfare
14%
Revenue/Tax
8%
Pensions
8%
Border Services/Customs
3%
Other
METHODOLOGY

15.
CONTACT
MARK HOWARD
GlobalAdministrationSegment Lead
Public Service, Accenture
ABOUT ACCENTURE
Accentureis a leading global professionalservices company,providinga broad range of services and solutions in
strategy, consulting, digital, technology and operations. Combining unmatched experience and specialized skills across
morethan 40 industries and all business functions — underpinned by the world’s largest delivery network —Accenture
worksat the intersection of business and technology to help clients improvetheir performance and createsustainable
value fortheir stakeholders.With approximately442,000 people serving clients in more than 120 countries,Accenture
drives innovation to improvethe way the world works and lives.

16.
FOR MORE
INFORMATION
VISIT US AT
www.Accenture.com/GovBackOffice