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DRIVING INNOVATIONS IN THE PUBLIC SECTOR: PUBLIC PRIVATE PARTNERSHIPS
GODWIN KHOSA, NATIONAL EDUCATION COLLABORATION TRUST
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INNOVATION
For peopleCreating value
At scale
Through new ideas, approaches and products
The 95% of the tried tests that have not graduated to scale are not innovations, they are necessary intermediate outputs.
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is about using the known knowns to address the known knowns, known unknowns, and the unknown unknowns
INNOVATION
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GLOBAL SEARCH OF THE FUTURE OF EDUCATION
Skills/knowledge/character
Classical school or ecology
Good teachers -high achievers?
Good quality for All
Learning , schooling or education
Seat-time or knowing
Improvement or transformation
Autonomy and structure
Reconfigure or tweak
Schools as PortalsTheory v/s practice
Knowing or credentialisation
Profession or Consultants
Attainment or learning
History or Innovation
Replace or improve
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QUESTIONS ABOUT THE FUTURE OF EDUCATION
Why teach?
Classical school or ecology
Good teachers - high achievers?
Good quality for All
Learning , schooling or education
Seat-time or knowing
Improvement or transformation
Autonomy and structure
Reconfigure or tweak
Schools as Portals
Theory v/s practice
Knowing or credentialisation
Profession or Consultants
What to teach? How to deliver? Way forward?
Skills/knowledge/character
Attainment or learning
History or Innovation
Replace or improve
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SOME OF THE KNOWN KNOWNS: SCHOOL SUBJECT EVOLUTION
© Center for Curriculum Redesign
Human
ities
STEM
Languag
e
Greek, Latin
Contemporary Languages incl. 2nd language
Reading, Writing
Literature
Oratory
Rhetoric
Grammar, Handwriting, Spelling
Music
Art
Philosophy & Ethics
History
Arithmetic
Geometry
Astronomy
Algebra, Trigonometry, Calculus
Biology, Chemistry, Physics
Ancient Greece &
Rome
Early Christianity &Middle Ages
Renaissance &
Enlightenment
Modern Industrial
EraToday
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FUTURE WORLD: ADAPTABILITY, VERSATILITY AS KEY STRATEGY
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CONTEXT-BASED AND COMMON GOALS INNOVATION AGENDAS
South Africa FinlandAustralia
20%
24 060
3 130
9 404
Size, social structure and political maturitydetermine innovation goals and strategies.
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MANAGING SYSTEMS IMPROVEMENT
Maintenance of Status quo
Change
Demand-side disruptors
Support-side disruptors
Dominant Technology and Culture
Improved delivery
Growth, Development and
Sustainability
Now Future
NB: balance between technocratic and social disruptors
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If we don’t yet know what will work, we better create ecosystems or greenfields in which a variety of approaches can take root
“You cannot solve a problem from the same
consciousness that created it. You must learn to see
the world anew”.
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KEY INNOVATION SUPPORT FUNCTIONS
AREA 1: Identification and
Promotion of innovations
AREA 2: Funding and
Commissioning
AREA 3: Diffusion and
Replication
Diverse interests and expertise,
Directing or uncovering innovations addressing needs
Funded calls, Create incentives, Incubation and
support zones
Diffusion, Publication, Mainstreaming and
On-boarding
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DRIVING INNOVATION IS A HIGH RISK ENDEAVOUR: SUCCESS RATE IS ABOUT 5%
Improvement / Incremental Disruptive
Making the
T-Ford model work
Working outside
the T-Ford model
Capitalising on
Existing tests
Blue-Sky
Innovations
80% 20%
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REALITY OF MANAGING CHANGE
“…there is nothing… more dangerous to manage than a new system. For the
initiator has the enmity of all who would profit by the preservation of the
old institution and merely lukewarm defenders in those who gain by the
new ones. ”
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90% of learners pass mathematics, science and languages with at least 50% by 2030
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THANK YOU