Leadership from
Invention to Impact Highlights and Insights from the 2015 Public Sector
for the Future Summit at Harvard University
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Every organization and system in the world produces
exactly the results it is designed to produce—and
government is no exception.
To achieve different results, public service organizations
need different designs. In this digital era, opportunities
for innovative designs have never been greater.
This year’s Public Sector for the Future Summit again used
the Uptake and Edge Matrix to examine innovations:
• Innovations and business models on the “Uptake” are
proven effective but require robust leadership to
implement.
• Those on the “Edge” are still emerging yet are poised to
deliver a significant increase in public value.
Summit highlights and insights
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Peter Hutchinson Managing Director,
Accenture Public Services Strategy
Summit highlights and insights (continued)
“The distance between what our society expects and what our
governments are able to deliver is widening—and that creates a
legitimacy gap.”
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Share and share alike:
“Access is actually equal to or greater than ownership”
Industry innovators have shown how digital technology
makes it easier to uncover unused capacity—and put it to
work for operational, financial and environmental benefit.
Summit attendees discussed “Edge” innovations around
collaborative consumption: renting rather than owning
buildings, equipment and vehicles and gaining as-needed
access to IT and human resources.
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Anita Roth Head of Policy Research, Airbnb
“There’s a shift in mentality that access is actually equal
to or greater than ownership. There are a lot of benefits
you get with access and responsibilities that you don’t
have to take on if you don’t have ownership.”
Share and share alike (continued)
Emily Castor Director of Transportation Policy, Lyft
“Looking at flexible services, like Lyft, can be a very cost-effective way
for government to leverage the private sector to help achieve some
objectives that it already has and, in doing so, to help do things like
reducing greenhouse gas emissions or improving air quality, [as well
as] reducing parking congestion and traffic congestion in cities.”
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How can government leverage an explosion of data to
make better decisions and provide better services?
Building on years of foundational efforts, Washington
Governor Jay Inslee has launched
Results Washington—a performance and results
management initiative crossing 53 state agencies, boards
and commissions.
Evidence-based government:
Moving from anecdotes to metrics
World-class education
Prosperous economy
Sustainable energy and a clean environment
Healthy and safe communities
Efficient, effective and accountable
government
The program’s
five core goals: 1
2
3
4
5
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Evidence-based government (continued)
Results Washington
director Wendy
Korthuis-Smith
presented at the Summit,
sharing Washington’s
experiences with
enterprise-level
performance analytics
and management.
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Sunstein’s latest research has uncovered overwhelming American
support for a wide range of nudges—from a “traffic light” system for
labeling foods to graphic advertising aimed at reducing childhood
obesity—with agreement across partisan lines. The research points
to compelling opportunities for government to use nudges as they
drive “Uptake” and “Edge” innovations and business models.
Evidence-based government (continued)
“A nudge is like a GPS…It’s an intervention that maintains liberty but also
influences people in good directions. Warnings, reminders, information,
uses of social rules and default rules are all nudges.”
Keynote speaker
Cass Sunstein The Robert Walmsley Professor University Professor and
founder/director of the Program on Behavioral Economics and
Public Policy at Harvard Law School
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When David Bray became CIO, the
Federal Communications
Commission (FCC) had 200+
different IT systems, with many that
were aging and expensive to
maintain. The FCC was also relying
on extensive paper-based
processes.
By embracing a cloud-based
approach, the FCC could become
more agile, more resilient and more
efficient.
Leading through change
To overcome resistance to change, Bray employed
a number of approaches that other public service
leaders can use within their organizations:
Communicate—
inside and out
Acknowledge
the past
Enlist internal
entrepreneurs
Empower
people
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David Bray shared
his insights about how
cross-boundary
partnerships can help
design a more citizen-
centric government.
Moving to citizen-centric business models
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For attendees, the Public Sector for the Future Summit delivered important validation that
governments at all levels are facing many of the same challenges. It also showed how public
service organizations can improve outcomes by embracing innovations—sharing instead of
owning assets, incorporating data analytics into day-to-day operations and infusing public
entrepreneurship into their cultures.
“Leadership starts with self,” wrote one Summit attendee. “Don’t wait
for others… Address both sides of the equation. If I identify the
problem, [I] need to propose solutions.”
For another attendee, the key takeaway was balancing innovation and
stability: “Implementing innovation is really change management, and
transformational change is possible in large organizations.”
In summary:
Improving outcomes by embracing innovations
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Peter Hutchinson [email protected]
Pari Sabety [email protected]
Bill Kilmartin [email protected]
Learn more about the Harvard Public Sector for the Future Summit
For more information: