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Public Service Innovation: Lessons from the Masters

Accenture research examined how public sector organisations prepare to respond to disruptive change with transformative, innovative solutions.

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Public Service Innovation: Lessons from the Masters

  2. 2. 2Masters of Innovation The majority of public sector organisations expect to be disrupted over the next 3 years. There are several drivers, including increasing citizen expectations, technology advancements and changing regulations. Meanwhile, >80% believe they have sufficient investment capacity for transformation. Now more than ever, public sector organisations recognise the need for innovation. 2Masters of Innovation
  3. 3. 3Masters of Innovation 67.5% of all respondents agree or strongly agree that “we have pockets of successful innovation, but innovation is not pervasive throughout the organisation.” Government organisations that resist transformation— or who fail to pursue it thoughtfully—are becoming less equipped to deliver economic and social value to citizens. Yet for the majority of public sector organisations, innovation is far from prevalent. 3Masters of Innovation
  4. 4. 4Masters of Innovation On the other hand, the leading 4.2% of public sector organisations are delivering and embracing transformation.Accenture surveyed 2,030 C-level leaders of public sector organisations across the world to find out what distinguishes the best from the rest. We call them INNOVATION MASTERS. 4Masters of Innovation
  5. 5. 5Masters of Innovation Over the past three years, innovation masters were approximately: • 2x more likely to have greatly improved KPIs • 1.5x more likely to have greatly improved the volume of citizens served or important projects completed • 1.5x more likely to have greatly improved positive social and economic outcomes INNOVATION MATTERS
  6. 6. 6Masters of Innovation EMBRACE AMBITIOUS CHANGE 01 LESSON INVEST WISELY02 LESSON PRIORITISE COLLABORATION03 LESSON What do Innovation Masters do differently that enable them to succeed more than others?
  7. 7. 7Masters of Innovation 01 LESSON EMBRACE AMBITIOUS CHANGE INNOVATION MASTERS DEMONSTRATE A STRONG ABILITY TO SENSE, REACT, AND ADAPT TO DISRUPTION AND RISING DEMAND FOR SERVICES. On average, they are nearly 20% more likely to anticipate and prepare for disruption. “We expect our organisation to be disrupted to a large or very large extent by the following in the next 3 years…” FIGURE 1:
  8. 8. 8Masters of Innovation To embrace ambitious change… MOVE beyond traditional strategic planning. Instead, reimagine your organisation’s relevance when faced with disruptive forces. DEPLOYanalytics and other advanced techniques to proactively model and respond to these forces. IDENTIFY bold change priorities—such as creating nimble workforces that are better equipped to move from one challenge to the next. BECOME more citizen-centric by offering tailored and personalised services that anticipate citizen preferences and even allow at times for co-creation alongside citizens. PILOT organisational models that take inspiration from, among others, Government as a Platform, the sharing economy, and digital innovation-as-a-service. RESHAPE procurement policies to make contracting easier, more transparent and responsive to evolving needs. BECOME AN INNOVATION MASTER
  9. 9. 9Masters of Innovation LESSON INNOVATION MASTERS STRIKE THE RIGHT BALANCE BETWEEN DELIVERING ESSENTIAL SERVICES, WHILE INNOVATING IN PROMISING NEW DIRECTIONS. This thoughtful and measured approach is in contrast to peers who are more likely to jump at full speed into new models and systems—an eggs-in-one-basket approach that makes it harder to be agile and may mean forging ahead without the necessary support and resources in place. Which best describes your organisation’s typical approach to making investments? INVEST WISELY 02 FIGURE 2:
  10. 10. 10Masters of Innovation BECOME AN INNOVATION MASTER To invest wisely… PACE change initiatives at a speed appropriate to ensure necessary funding, commitments and talent. STRATEGICALLY BALANCE investments in new and old models and systems. CONFIDENTLY SHED low-value services and assets. MOVEaway from “incremental budgeting” where programs are automatically renewed without evaluation.
  11. 11. 11Masters of Innovation LESSON PRIORITISE COLLABORATION INNOVATION MASTERS ARE SAVVY AT TAPPING INTO ECOSYSTEMS, TO FUEL THEIR INNOVATION PIPELINES. They collaborate with other Public and Private Sector Organisations, tapping into successful new models and ideas. They are more likely than their peers to prioritise: research and development with partners (+14%); innovation centres (+22%); and promoting ideas on external platforms (+20%). The National Health Service (United Kingdom) is developing an artificial intelligence (AI) lab—one that will host academics and technology firms to collaborate on promising healthcare opportunities, such as early cancer detection and dementia treatment. Previous NHS-led collaboration around AI led to big breakthroughs. Among them: traffic lights that adjust their signals to allow ambulances to pass quickly and healthcare products designed for people with disabilities. https://healthtech.blog.gov.uk/2019/08/08/introducing-nhsxs-new-national- artificial-intelligence-laboratory/ Invest Ottawa (Canada) established a connected and autonomous vehicle (CAV) testing environment to drive investment, business growth and innovation. The facilities provide a testing ground for autonomous vehicle and connected city technologies. It’s the first of its kind in North America to accelerate the safe deployment of driverless vehicles. https://www.investottawa.ca/blog/invest-ottawa-and-strategic-partners-launch-the-first-cav-testing- ground-of-its-kind-in-north-america/ 03
  12. 12. 12Masters of Innovation BECOME AN INNOVATION MASTER To prioritise collaboration… DEVELOP ecosystem partnerships to drive innovation forward, including through the use of accelerators and incubators. DEVELOP in-house innovation labs and studios to test and scale innovations. EXPLORE public-private partnerships and other cost-sharing structures to fund innovation. HIRE AND PROMOTE individuals with diverse perspectives, skills, and backgrounds—including those who demonstrate an aptitude for innovative ideas. CREATE an internal ecosystem with a flexible workforce, leveraging crowdsourcing and on-demand skills, to improve access to talent.
  13. 13. 13Masters of Innovation The innovation masters in our analysis have differentiated themselves in at least three areas: EMBRACE AMBITIOUS CHANGE INVEST WISELY PRIORITISE COLLABORATION Whether they’re national governments, municipal agencies or universities, these innovative public sector organisations never pursue innovation for innovation’s sake. They continue taking a human-first approach to service delivery to stay relevant and continuously serve citizens, businesses and their communities. What will tomorrow’s Innovation Masters achieve? 01 02 03 13Masters of Innovation
  14. 14. 14Masters of Innovation Achieving More, Delivering Better with Innovation Join the conversation https://twitter.com/AccenturePubSvc https://www.linkedin.com/showcase/accenture-public-service/ http://www.accenture.com/publicservice Copyright © 2020 Accenture. All rights reserved. Accenture, its logo, and High performance. Delivered. are trademarks of Accenture. This document makes descriptive reference to trademarks that may be owned by others. The use of such trademarks herein is not an assertion of ownership of such trademarks by Accenture and is not intended to represent or imply the existence of an association between Accenture and the lawful owners of such trademarks. TELLME MORE Author Bernard le Masson Senior Managing Director – Strategy & Consulting bernard.le.masson@accenture.com Acknowledgements The author would like to thank Meghan Yurchisin, Mark Lyons, Louise May, Bill Kilmartin, Gabriel Bellenger and Jenny Halvorson for their work and contributions to this report.