In the public sector, innovation isn't just about fireworks; it's about embracing efficiency and celebrating small wins. It's like jazz,subtle riffs lead to big tunes. Forget 'ka-bum'; even a quiet 'ta-da' brings advancements. Leaders set the tone, appreciating small changes and inspiring a symphony of progress. Encouraging cross-agency collaboration is like a jam session; diverse perspectives create holistic solutions. Employee development is the backstage pass to an innovative workforce. Public-private partnerships bring in cool guest stars, offering fresh perspectives and innovative solutions. So, let's innovate with a beat, not a bang. In the public sector, progress should be as catchy as a good tune.

Having a clear target and being sure all project team members have aligned to it and work towards the direction of success is key for efficient team results. Make sure it is clear how to rate success by KPI and milestones and individual responsibilities of team members are clearly discussed and agreed.

Innovation is something that can be done across sector, be it tech startup, non profit organization, media, etc. Thus, in order to do innovation, an organization should have a root of their organization: vision and value. Here are some example of trigger questions to help us identify our vision and value as organization: - Why does the organization exist in the first place? - What problem we try to solve? - How are we as organization going to solve this problem? - What does make us different from others / existing solution?

Innovation is difficult subject . It's necessary that a team should have clarity on concept and desired end product . Team should know measurable parameters at every step of flow chart .A flowchart approach can help Innovator and team with clear actionables .

In the public sector, drive innovation through cross-agency collaboration. Establish platforms for idea-sharing and allocate time for brainstorming sessions. For example, create a digital forum where departments can propose and discuss innovative solutions to common challenges. Encourage a culture that values experimentation and learning from failures, inspiring teams to explore new approaches. By celebrating and rewarding innovative initiatives, you create an environment that propels the public sector toward continuous improvement and impactful solutions.

Here are a few ways for this: Stakeholder Engagement: Engage a broad range of stakeholders (community members, experts, academia) for diverse insights. Cross-Sector Collaboration: Foster partnerships across government, private sector, and non-profits for combined strengths. Community-Led Initiatives: Support and implement solutions originating from community needs and ideas. Diversity in Team Composition: Ensure teams consist of members with varied backgrounds and expertise for richer perspectives. Iterative Co-creation: Embrace a collaborative development process, integrating continuous feedback and shared ideas.

In Product Discovery process, there's this activity called "Inception" - an activity that involved the stakeholders prior starting a development of new product. Involving stakeholders right off the bat is essential because every stakeholder may have a different idea of what an effective solution looks like. Inception helps us to see each of stakeholders' perspective towards the product/solution so that we can come up with a unified vision for the product and agree on a road map to take us there.

Innovation is a team work . It's necessary to discuss progress often , may be 5x of regular project . It helps to find different views and increase ownership . Supplier will help to customise product as per need . If entire team , direct and indirect have a got a will then end product will definitely be perfect .

One of the method or framework that enables an innovation culture in an organization is Design Thinking. Design Thinking is not a linear process and this framework helps the team to focus not the "output", but the "impact" of our innovation. Design Thinking also helps us cutting cost and saving our time to produce innovation or product that no one needs because Design Thinking occurs before developing a product/solution.

It's necessary to test the product . Best is to test yourself . It will offer a valuable insight . If possible get it experimented through a critic ( some who is very negative about your concept ) , it will offer far better feedback . Redraw it - Retest it - Launch

In my experience, having a senior-level sponsor is an absolute must. Without senior sponsorship and visibility, things like budget and rewards & recognition have no chance.

Data is everything . It's a future . Ensuring data is studied correctly , positively . Technology will always progress and you need to be with it . Take an external help wherever required .

That point, described like that, means nothing to me. It's generic, it sounds like GPT.. You can replace ''technology & data'' by ''capital'' and the sentence is still true. So it doesn't add anything :) But, what is the difference between data and capital?

We were lucky (actually no, we worked very hard!) as a private enterprise, to be recognised and recruited into the Hong Kong Monetary Authority’s CBDC pilot. The HKMA are no strangers to financial innovation, participating in cutting-edge written research with bodies like the Bank of International Settlements. However, like many public bodies, their mandate is simply too broad to commit sufficient resources to the building and development of apparatus for such a complex and innovative experiment. In providing such apparatus, I feel we and all other private sector parties to this pilot were thus critical to its overall success.

I think the need for an incentive system designed to reward innovation is probably the biggest hurdle for generating innovation in the public sector. The status quo is very strong in the public sector, there is an utter lack of competition creating the need for innovation, for thinking differently. We need to be re-thinking taxation and spending policies in order to foster improvement and growth in quality and services in order for innovation to "take hold" as a need.

A transformational view of purpose and direction. Encourages experimentation, which can be a multiplier of end-results. Likely will need a special breed of champion.

Leaders must set unreasonable expectations for their organizations and reward new solutions. Zero based budgeting and budget reductions foster new ideas to accomplish current business. Partnerships with Public/private organizations foster thinking for new growth. Process is great today, but sometimes needs to be questioned as tomorrow approaches. Think Kodak, Xerox, A&P your strength today is your weakness tomorrow.

It’s always about incentives. And knowing that, you need to think about who you want to involve and attract. So combining the 2 thoughts, it’s 1) who do I want to attract 2) how do I incentivize them? There is experimentation and learning needed for both steps. You may think you need one type of person and then turns out that they are not suited for one reason or the other. Or you might have the right person but don’t have the right incentives. This is where experimentation and discovery techniques can be leveraged to find the right incentive.

Recognition drives motivation . It needs to be continuous process . A clear drafted policy is required so employees are clear about basic expectations . Delegate responsibly , it will help to fuel further innovation in your team .

Promoting innovation in the public sector can be challenging, but it's not impossible. One effective strategy is creating open innovation networks. Singapore Government's SGInnovate is a prime example of this approach. By connecting open innovation leaders and promoting corporate-startup collaborations, they have successfully catalyzed innovation projects and adoption. This collaborative effort brings together a diverse set of enterprises to work on common innovation themes, powered by the government. Let's hope more governments follow this example to drive innovation at scale and benefit individuals and communities. #innovation #publicsector #collaboration

In my perspective finding the key person (a hero) in the public sector is a must to ensure our project has support from them. Because it's very though to run the project in public sector if we don't have backup from the key person.

In my opinion is important to define the impact on pubblic interest and communicate it clearly ti the common People keep the community infirme about progresses.