Ce diaporama a bien été signalé.
Nous utilisons votre profil LinkedIn et vos données d’activité pour vous proposer des publicités personnalisées et pertinentes. Vous pouvez changer vos préférences de publicités à tout moment.

Unleashing Innovation: A Closer Look at Impacts & Benefits

Using our Innovation Framework, Accenture conducted a global study of government innovation. Here we focus on the Strategy pillar of Impact & Benefits. Learn more: https://accntu.re/2IzGkSP

Les commentaires sont fermés

  • Identifiez-vous pour voir les commentaires

Unleashing Innovation: A Closer Look at Impacts & Benefits

  1. 1. ACLOSER LOOKAT IMPACT& BENEFITS UNLEASHING INNOVATION:
  2. 2. Using our Innovation Framework, Accenture conducted a global study of government innovation. Here we focus on the Impact & Benefits pillar: STUDYING GOVERNMENT INNOVATION Copyright © 2018 Accenture. All rights reserved. 2 IDEATION ABSORPTION EXECUTION IMPACT & BENEFITS What is the impact of innovation? Does the agency track and measure the impact? Are benefits felt? STRATEGY
  3. 3. WHAT HAVE WE LEARNED ABOUT MANAGING THE IMPACT & BENEFITS OF INNOVATION IN GOVERNMENT?
  4. 4. The study revealed broad–but far from universal–use of evaluation frameworks and business cases for innovation: START WITH A BUSINESS CASE Copyright © 2018 Accenture. All rights reserved. 4 58%Use some type of framework to evaluate ROI and other impacts >60%Use (and frequently update) a business case for every innovation project 96%of Innovation Leaders report using a business case for every innovation project
  5. 5. Accenture’s study uncovered some interesting features in how agencies measure outcomes: MANAGE TO METRICS Copyright © 2018 Accenture. All rights reserved. 5 95%Use metrics, yet many of those metrics are “soft” Use only soft metrics 42% Use both “soft” and “hard” metrics 15% “Hard” core metrics - example: reduced cost, improved policy outcomes, and improved productivity per employee, to assess the return on investment of each of our innovations “Soft” metrics – example: satisfaction levels, engagement and perceptions
  6. 6. Accenture estimates that 66.3% of agencies aren’t integrating hard metrics into their evaluation frameworks BUT WHY? • Perhaps agencies have hard metrics but don’t use them in a business case • Maybe they have a business case that simply doesn’t include hard metrics • Either way, a lack of hard metrics is less than optimal ‘HARD’ TRUTH ABOUT MEASURING IMPACT & BENEFITS Copyright © 2018 Accenture. All rights reserved. 6
  7. 7. Copyright © 2018 Accenture. All rights reserved. 7 58%Using frameworks with HARD METRICS 43%Other frameworks ACHIEVING BETTER OUTCOMES IN CITIZEN- FACING PROGRAMS 55%Using frameworks with HARD METRICS 37%Other frameworks ATTRACTING AND RETAINING TOP TALENT INNOVATION LEADERS ARE ACHIEVING BETTER RESULTS USING HARD METRICS
  8. 8. Despite common concern that innovation savings are simply swept back to general funds, 59% OF AGENCIES reinvest time and/or money saved into other priorities REINVESTING INNOVATION DIVIDENDS Copyright © 2018 Accenture. All rights reserved. 8 Evidence on the following slide shows why this should be a best practice for government innovation programs.
  9. 9. Copyright © 2018 Accenture. All rights reserved. 9 Agencies that reinvest “innovation dividends” report consistently higher rates of the following benefits: PUBLIC AGENCIES CONSULTING FIRMS CITIZENS PUBLIC AGENCIES CONSULTING FIRMS START UPS AND NEW DIGITAL COMPANIES PUBLIC AGENCIES CONSULTING FIRMS SUPPLIES/VENDORS PUBLIC AGENCIES CONSULTING FIRMS UNIVERSITIES 50% 51% 53% 50% 46% 11% 36% 22% 31% 22% 0% 10% 20% 30% 40% 50% 60% Attracting and retaining top talent* Automating processes* Achieving better outcomes in citizen-facing programs+ Improving shared services efficiency across agencies+ Developing a positive agency image with citizens Reinvesting Innovation Dividends Not Reinvesting*Difference is statistically significant +Difference is not statistically significant REINVESTING INNOVATION DIVIDENDS
  10. 10. The benefits that governments are working to achieve with their innovation programs fall into four categories: IDENTIFYING AND QUANTIFYING BENEFITS Copyright © 2018 Accenture. All rights reserved. 10 1 2 3 4 Improved service delivery to citizens (“Great place to live”) Improved employee/citizen satisfaction (”Great place to work”) Improved productivity and efficiency with funding available (“Efficient service delivery”) Better results at lower costs (“Value for money”)
  11. 11. Copyright © 2018 Accenture. All rights reserved. 11 GREAT PLACE TO LIVE QUANTIFYING IMPACT OF INNOVATION 49% 49% 48% 46% 45% 43% 39% 39% Discontinued services or programs that were not performing well or meeting objectives Reduced time to respond to citizen’s needs Better outcomes in citizen-facing programs Reduced human errors Improved customer interaction efficiency Report positive agency image with the public Report ability to reach different citizen groups/ demographics Report offering higher-quality services to the public Agencies reported the following benefits:
  12. 12. Copyright © 2018 Accenture. All rights reserved. 12 GREAT PLACE TO WORK QUANTIFYING IMPACT INCREASED EMPLOYEE ENGAGEMENT 51% IMPROVED SERVICE DELIVERY 50% IMPROVED SKILLS OF EMPLOYEES 49% INCREASED TOP TALENT RETENTION 44% INCREASED ATTRACTION/ ACQUISITION OF NEW TALENT 43% DEVELOPED IMPROVED AGENCY IMAGE WITH EMPLOYEES AND JOB SEEKERS 39%
  13. 13. Copyright © 2018 Accenture. All rights reserved. 13 EFFICIENT SERVICE DELIVERY: QUANTIFYING IMPACT 49% 47% 46% 45% 39% Improved employee skills Improved shared services efficiencies Increased process automation Improved Customer interaction efficiency Started discussions with new private or nonprofit partners
  14. 14. Copyright © 2018 Accenture. All rights reserved. 14 VALUE FOR MONEY: QUANTIFYING IMPACT MORE EFFICIENT SYSTEMS AND PROCESSES 57% REDUCED NEED FOR CAPITAL EXPENDITURES 56% REDUCED HEADCOUNT 43% DECREASED OPERATING COSTS 38%
  15. 15. Our research and experience suggest the following: READY TO IMPROVE HOW YOU MANAGE INNOVATION IMPACT & BENEFITS? Copyright © 2018 Accenture. All rights reserved. 15 Create a solid business case for each innovative idea Hard metrics are important–but they aren’t everything Determine what you will do with the benefits achieved (time, money, image and/or morale)
  16. 16. BUILD A BUSINESS CASE FOR EVERY IDEA Copyright © 2018 Accenture. All rights reserved. 16 BE CLEAR about what each innovation is intended to achieve BE RIGOROUS in specifying and measuring the intended improvement Regularly evaluate the likelihood of ACHIEVING the intended improvement If the business case isn’t being met, DON’T BE AFRAIDto stop working on the innovation BE OPEN IN DISCOVERING intended benefits and revise your business case accordingly
  17. 17. Copyright © 2018 Accenture. All rights reserved. 17 CHOOSE THE RIGHT METRICS SET UP A STRUCTURE FOR IDENTIFYING NEEDS i.e. what’s working and not working with your existing services METRICS CAN BE “HARD” OR “SOFT” just be clear from the beginning on intended goals TAILOR METRICS based on what the innovation is meant to achieve
  18. 18. REINVEST ALL SAVINGS in the agency mission Money is often the trickiest, so try to KEEP MONEY SAVED WITH THE AGENCY BUDGET or another enterprise program the agency will benefit from STAY FOCUSED on reinvesting dividends to maintain momentum–and drive continuous innovation CREATE A REINVESTMENT PLAN Copyright © 2018 Accenture. All rights reserved. 18
  19. 19. AUSTRALIA UNITEDKINGDOM SOUTHAFRICA IRELAND GERMANY ITALYFRANCE UNITEDSTATES BRAZIL CANADA In October 2017, Accenture surveyed 591 METHODOLOGY Copyright © 2018 Accenture. All rights reserved. 19 RESPONDENTS From 10 countries
  20. 20. Respondents represented the following levels of government: Copyright © 2018 Accenture. All rights reserved. 20 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
  21. 21. Government agency respondents represented these functions: Copyright © 2018 Accenture. All rights reserved. 21 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
  22. 22. CONTACT MARK HOWARD Global Administration Segment Lead Public Service, Accenture ABOUT ACCENTURE Accenture is a leading global professional services company, providing a broad range of services and solutions in strategy, consulting, digital, technology and operations. Combining unmatched experience and specialized skills across more than 40 industries and all business functions — underpinned by the world’s largest delivery network —Accenture works at the intersection of business and technology to help clients improve their performance and create sustainable value for their stakeholders. With approximately 442,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives.
  23. 23. FOR MORE INFORMATION VISIT US AT www.Accenture.com/GovBackOffice

×