Government innovation: Citizens value and want more of it. An Accenture survey of 590 government professionals across 10 countries found almost universal recognition of what citizens are asking of them. Yet just 8 percent of agencies in the study emerged as government innovation leaders.
What results are innovation leaders achieving? What are they doing that sets them apart? And, how can we apply their habits and behaviors to fuel innovation in other organisations?
of government executives see innovation as part of their day-to-day jobs.
Creating a culture of innovation
New ideas are needed to create new business models, improve customer experiences, and unlock value - scaling from idea to implementation at pace with certainty and managed risk.
Innovation needs to be continuous – this means taking a new approach to cultivating. Whilst new ideas may develop organically, technology leaders should convene creative thinkers and digital champions to create an innovation network that continuously develop and drive from ideation to prototype.
An innovative culture needs an ecosystem of passionate, diverse people who have an entrepreneurial mindset and are not afraid of failing. Creating an innovation agenda means rethinking the structure and approach, it is not the accountability of one person or group, but a process of discovering insight and co-creating future ideas by solving fundamental challenges in creative ways.
Scaling an opportunity at speed relies on a unique capabilities scale needs discipline, structure and architecture. A cross-capability team of industry, technology, experience, operational and organisational change expertise helping Public Service leaders move from pilot to production to achieve transformation.
Much like a Conductor, technology leads need to take a melody and make into a symphony.
Situated at the heart of one of the UK's most popular student cities, Manchester Metropolitan University has a driving ambition to discover and disseminate knowledge—and to make higher education accessible and beneficial to all with the passion and ability to succeed.
As a high-volume transactional provider the HR team was finding it difficult to handle the large volume of transactions, while also maintaining the quality of service that its customers deserved—too many resources were being devoted to basic process matters.
They decided to find new ways to increase the value of its people by doing things differently, and by taking the right steps, get more from its existing resources while also improving the quality of service and freeing up people for more value-creating activities.
By leveraging our deep industry expertise and applying it to the specific challenges that public organisations face, we can deliver proven solutions, end-to-end. We’re infusing government with the fresh thinking it needs to give citizens what they want.
Modernising the Core
Evolving core operations, processes and systems whilst embedding innovation, leaders can deliver the services that citizens demand.