GOVERNMENT SECTOR
FEBRUARY 2019
INNOVATION
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At present not all issues can be resolved online.
As technology advances, it is important for government service providers to keep pace.
Citizens First Survey Results
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INNOVATION LAB
Technology
changes
fast;
people don’t
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LIVING BUSINESSES ORGANIZE THEMSELVES TO
SUCCEED BY SHAPING THE ORGANIZATIONS
AROUND ITS EMPLOYEES AND EQUIPPING THEM
TO OPERATE FLEXIBLY IN THE FACE OF CHANGE
DEPLOY
SCALEDE-RISK
INNOVATION ARCHITECTUREHOW TO MOVE INNOVATIONS OUT OF THE LAB
GOVERNMENTINNOVATION LAB
USER CENTREDDESIGN EXPERTISE
START UP ZONE ENTREPRENEURS
AND VENDORS
REACT TO FEEDBACK
DESIGN NEW APPROACHES
TO WORK
LEAD CHANGE MANAGEMENT
(SET BLUEPRINT)
TEST LAB OUTCOMES
Creating the ability to lead change and scale innovations
DEVELOP A BUSINESS CASE
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INNOVATION LAB
70%
Of digital
government
projects fail
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Educate, inspire and demonstrate the impact of new and emerging business processes and technologies through seminars, demos, ideation sessions and tours.
Create project teams with diverse backgrounds to solve problems identified by leadership.
Inspire, explore and ideate on challenges and opportunities.
Leverage Design Thinking to generate insights and define use cases that can be rapidly built into working prototypes.
Seek input from citizens and design to meet their needs.
Accelerate solution delivery using short agile sprints, lightweight architecture, co-development and Cloud.
Build prototypes, proofs of concepts and demos with multiple technologies, including IoT, AI, immersive, web, mobile and more.
Be creative.
Deliver a Minimum Lovable Product (MLP).
Iterate to add functionality rapidly and incrementally, pilot with users.
Leverage change management and citizen friendly methods to meet your business needs now.
Measure ROI and seek continual feedback.
INNOVATION WORKSHOPS
DESIGN THINKING SESSIONS
RAPID PROTOTYPING
MINIMUM LOVABLE PRODUCT
INNOVATION LAB ATTRIBUTESA PLACE TO BUILD WITH SPEED & AGILITY –THE ON-RAMP
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TALENT ROI TONE
INNOVATION IMPLEMENTATION ATTRIBUTES“OFF-RAMPING” WITH DISCIPLINE AND RIGOR
Hold the business case accountable to a blueprint
Align budgets throughout the organization to align with innovation wins
Negotiate pilots for multiple scenarios. Manage vendors to long-term
Enable talent to rotatethrough innovation team
Consider some key championing roles such as: experience designers, data insight managers, digital learning managers
Upskill the organization
Senior leadership plays a key role in enabling change
Reset a risk environment to manage risk (and failure) rather than prohibit risk
Communicate often; think horizontally; be project driven; think like architects
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DEVELOPING AN INNOVATION CULTURE
1. LEADERSHIP
2. PEOPLE
3. PROCESSES
• How does organisational innovation get processed and invested in?
• How can you integrate new innovations across the organization over time?
• Can your decision-making processes support the rapid integration and scaling of
new innovations?
• How can you get diverse and multifunctional teams to work together?
• Can anyone participate in innovation or is it limited to certain groups?
• What incentives will you provide to staff for driving new innovation?
• Are your leaders well trained on innovation and are they able to articulate the appetite
for innovation?
• How is your purpose as an organisation evolving in a digital era?
• What is your innovation charter?
Some questions to consider when seeking to develop an innovation culture within a large organisation:
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