The Strategy pillar of the Accenture Innovation Framework focuses on whether governments recognise the importance of innovation. Are they strategically advancing partnerships externally? Are they fostering collaboration internally?
In Accenture’s global study, 90 percent of agencies report having a clear definition of “what innovation is.” Even more (95 percent) report that innovation is included in the agency’s strategic plan.
Beyond that, the study uncovered an array of practices in terms of how agencies manage innovation. Leaders stood out in three key areas:
- Compared to everyone else (40 percent), innovation leaders (56 percent) are more likely to report that different people oversee different parts of the innovation process.
- Compared to everyone else (38 percent), innovation leaders (60 percent) are more likely to report that employees regularly receive emails soliciting innovative ideas.
- Compared to everyone else (43 percent), innovation leaders (65 percent) are more likely to report that they dedicate time periodically to discuss innovation.
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Follow the government innovation leaders for strategy
Accenture analysis and experience point to practices that can help improve the way agencies weave government innovation into their strategies:
- Establish an ecosystem approach. Partner on setting your priorities and agenda, as well as on innovation oversight and governance. Seek ideas from a range of sources, including your employees. Diffuse innovation throughout your organisation so that many people are managing different parts of the process.
- Don’t assign innovation. Orchestrate it. No single person or team is responsible for government innovation. It’s a team effort. With that in mind, make communication continuous, and never stop asking for ideas. Establish some clear differentiation between those who generate innovative ideas and oversee the innovation process and those responsible for implementing and scaling innovations.