How can government become more citizen-centric – while strengthening trust and improving outcomes?
Participants in the 2017 Public Sector for the Future Summit addressed this question, exploring data and analytics, service design, and behavioral economics as a formula for change.
Read what two analysts took away from the 2017 event.
In the report IDC Perspective: The 2017 Public Sector for the Future Summit – Citizen-Driven by Design, analyst Adelaide O’Brien shares ideas and takeaways from the 2017 event held in June at Harvard University.DOWNLOAD THE FULL ARTICLE [PDF]
In Citizen-Centered Public Sector Needs Learning Organizations That Operate As “OneOffice”, Barbra McGann, HfS Research, shares how government agencies are putting citizen and employee interest at the heart of designing a more effective and efficient way to work and create value.DOWNLOAD THE FULL ARTICLE [PDF]
Traditional economics assumes that every decision is made to maximize beneficial outcomes. Behavioral economics acknowledges that human beings are not always rational.
Behavioral economics explores the “non-rational” influences shaping the decisions we make. With insights, it becomes possible to design “nudges” that guide people toward better decisions while still preserving freedom of choice.
What do behavioral economics have to do with government? More than you might think. The Public Sector for the Future Summit identified three types of nudges that governments can use.
What’s one of the best ways to improve public services? Start by putting the citizen at the center.
It’s an approach that 2017 Summit participants experienced firsthand through a Service Design Workshop focused on reshaping two processes: recruiting talent to public service and supporting new young drivers through the licensing process.
At each step of the process, we encouraged participants to:
Put people first
Break the rules
Keep an open mind
Fail forward fast
See things differently
Summit participants also heard about the value of applying data and analytics when designing public services—and when determining when and how to incorporate nudges.
Managing Director, Accenture