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Change you can believe in; the leadership of innovation



The transformation of governments is slow often because of a lack of strategic and transformative leadership. This document was written to stimulate and galvanise senior leaders in the UK civil service. It draws attention to barriers leaders might face! how to incentivise open innovation and drive alignment between innovation, existing management systems and financial incentives
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... (Ashikali & Groeneveld, 2015). Because of the broad baseline and intensity of citizens' needs, public sector professionals are involved in transforming the delivery of comprehensive, coordinated, and accessible services outputs to reach their users (Maddock, 2009;Chavez & Weisinger, 2008;Alonso & Ruiz-Rufino, 2007;Pitts & Jarry, 2007;Meier & Hawes, 2006). This implies a strong emphasis on the relationship of public policy makers with users to address better the nature of service innovations to achieve overreaching goals of social welfare, social justice, cultural development and economic growth (Walker et al., 2011). ...
Decision making of innovation comes to the fore as sufficient justification for achieving competitiveness in a context of ever-increasing rivalry. In this formulation, decision makers are likely to form mental frames and sense-making processes in order to access complex interactions of external and organizational ingredients and make strategic decisions of innovation alternatives (service innovation, process innovation, ancillary innovation). This paper examines environmental factors that may explain managers’ strategic choice of a specific type of innovation in service sector organizations located in Qatar and Greece from the viewpoint of the managers’ distinct national cultures resulting in different attitudes and values. This research work examines several main-effect propositions regarding managers’ perspective chosen innovation alternatives, depending on the external forces (service need, diversity of need, increase in population, and influence of context) are dealing with. We illustrate the main effect by looking at surface manifestations of managerial decisions of innovation as outward expressions of distinct characteristics lying deeper in each national culture of origin: Qatari managers prefer service innovations more than Greek managers do. Furthermore, this article reports on the findings of an exploratory study comparing national differences in innovation selection decision between Qatari and Greek top managers that develop a number of interaction effects. To confirm our propositions we gathered experimental data from 118 Greek top managers and 61 Qatari top managers. A multilevel regression analysis was used to examine and assess the relative impacts of the environmental forces on innovation strategic decision-making.
... The Whitehall Innovation Hub, established in 2008, has contributed new thinking to public service innovation debates in the UK. Su Maddock, Director of the Hub, recognised from the outset that leadership plays a critical role in nurturing public service innovation -not just in eliminating the disincentives to innovate, but also in creating a public service culture which positively welcomes innovation (Maddock 2009). And, more recently, a UK charityknown as Nesta -has begun to document innovative practice in public services and explore new ways of working to promote innovation (Gillinson et al 2010;Mulgan and Leadbeater 2013). ...
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Some commentators take the view that the growth of multinational companies operating on a global basis is now so well developed that cities are best viewed as helpless victims in a global flow of events. Distant, unelected decision makers now determine city futures, not urban residents. This paper rejects this view and offers a fresh way of thinking about our urban future.
... La investigación sobre el fenómeno de la innovación en el gobierno y en las administraciones públicas se ha incrementado de manera sustantiva en los últimos años como nuevo espacio de reflexión y práctica para impulsar procesos de modernización y mejora en la gestión de servicios e instituciones públicas (Moore et al, 1997;Altshuler y Behn, 1997;Osborne y Plastrik, 1997;Borins, 2001;Mulgan y Albury, 2003;Moran, 2004;Osborne y Brown, 2005;Bertucci y Alberti, 2006;Hartley, 2006;Koch y Hauknes, 2006;Verhoest, Verschuere y Bouckaert, 2007;Harris y Albury, 2009;Maddock, 2009;Mulgan, 2009;Potts, 2009;Kohli y Mulgan, 2010;Moore y Hartley, 2010). A ello se suma el interés por desarrollar marcos conceptuales y analíticos que sirvan de base para entender el fenómeno de la innovación 1 , identificar sus variables principales (bajo la lógica de observarlo como un proceso de carácter sistémico) e identificar con claridad sus elementos o componentes a fin de ir configurando y adaptando un modelo de aplicación propia a la naturaleza, intereses y particularidades del sector público (Borins, 2006;Pollitt, 2008;Eggers y Singh, 2009;Bloch, 2010;OECD, 2010;Bason, 2010;Hilgers y Piller, 2011;entre otros). ...
... A training booklet for UK civil servants says, "Innovation in the public domain is less about products and more about making new connections and being collaborative; it is focused on strategic problem solving rather than 'one-size-fits-all' solutions." 19 Again this explanation is generic. ...
OVERVIEW: Governments worldwide are under pressure to reduce spending, and yet the demand for public services is generally increasing. Despite growing emphasis on and investment in technological innovation, little is known about innovation in public services. Research has shown that resistance to change, risk aversion, and organizational structures are major barriers to public-sector innovation. How to overcome such barriers is less clear. Recently, researchers have increased their focus on the importance of specific business models in facilitating collaboration between public-sector organizations and private-sector partners. In this paper, we present an emerging business model—commercialization partnership—and discuss two examples of technological innovations in the U.K. public sector using this model. Our findings demonstrate that successful technological innovation may depend more on the models for collaboration than on the specific technology involved. We conclude with a checklist to assist technology managers introducing innovations into public-sector organizations.
... The Government White Paper, Innovation Nation, argued that 'Innovation is essential to the UK's future economic prosperity and quality of life' (H M Government 2008) and support for 'innovation' has gathered pace. The Whitehall Innovation Hub, led by Dr Su Maddock, has, for example, acted as a spur to fresh thinking within Whitehall (Maddock 2008(Maddock , 2009). And innovation is receiving increased attention in local government circles. ...
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This article discusses two matters that are becoming increasingly important in debates about local government: place-based leadership and public service innovation. The troubling international economic outlook means that many local authorities are focusing on ‘efficiency savings’ and the prevailing mantra in public policy circles is ‘do more with less’. This article questions this approach. It aims to contribute to what one chief executive described to us as ‘more with more’ thinking. This approach strives to release the community and business energies of a locality. If this can be achieved the total resources available to improve the local quality of life can be increased, even if state spending is shrinking. A conceptual framework for studying place-based leadership is presented. This distinguishes three, overlapping realms of leadership in any given locality – political leadership, managerial/professional leadership, and community and business leadership. It is argued that the areas of overlap between these realms can be viewed as innovation zones – spaces in which established approaches can be questioned and new trajectories developed. These zones can, however, also become conflict zones with little learning and exchange taking place. Place-based leadership can influence whether such political spaces are used to promote creative problem solving or whether they become arenas for dispute and friction between sectional perspectives. By drawing on a study of the current Digital+Green initiative in Bristol, UK, the article suggests that an imaginative approach to place-based leadership – one that accepts intelligent risk taking – offers potential for improving the local quality of life as well as strengthening local democracy.
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Rob Worrall, Consultant in Strategic Leadership at the National School of Government in Scotland, looks at how public service leaders in Scotland are maximising HR value during the economic downturn…
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Executive summaryThe global economic situation is putting increasing pressure on public sector funding and so innovation is now being recognised as an essential mechanism for maintaining the quality and scope of services whilst reducing costs. This report describes new research into a specific type of public sector innovation – commercialisation: partnerships between the public sector and commercial organisations which enable new or enhanced services to be developed. A crucial aspect of such partnerships is that they can lead to the development of new services which create new value. This enables financial and other benefits for both the public sector and commercial partners. The research conducted for this report consisted of a survey of civil servants’ views on commercialisation and two case studies of successful innovation—the Public Sector Broadband Aggregation (PSBA) in Wales and the Met Office Healthy Outlook®service. The survey enabled barriers to commercialisation to be identified, such as lack of guidance and support, lack of clarity in the remit of the public sector, and inadequate awareness of the opportunities. The two case studies enabled the key characteristics of commercialisation to be determined, particularly the need to start early discussions with potential commercial partners, to gain board level sponsorship for projects, and to ensure that the value of the innovation is shared.Contrasting the results of our research to the way innovation is managed in the private sector, allows us to make four main recommendations on maximising the value of commercial partnerships: The focus of public sector innovation must go beyond service efficiency, and the exploitation of internally generated ideas. To gain the maximum value from public sector assets, suitable discussions need to be held with potential commercial partners. Discussions with the commercial sector have the potential to create innovative ideas for new services. The public sector will need to become adept at conducting early stage discussions with commercial organisations, if it is to gain the maximum value from public assets. Suitable partners need to be identified, where the capabilities of the commercial sector complement the unique expertise and assets of the public sector. Making such partnerships work will require trust on both sides and sharing of the value generated from the innovation developed. Managers in the public sector urgently require more guidance and support on how to apply the concept of commercialisation and achieve the benefits. Public sector innovation is very different from innovation in the commercial sector. Therefore, although there are some points to be learned from the commercial sector, appropriate tools need to be developed for the public sector and these need to be disseminated to civil servants.
The rapid changes now taking place in society—particularly the changes in urban lifestyles and the creation of new social milieux—require us to rethink the nature of city leadership and city management. The forces of urbanization and globalization, discussed at length in this book, are causing cities to restructure both economically and socially, and this process of restructuring raises new challenges for those providing leadership to localities as well as those serving urban communities. Old stabilities have gone and models of urban leadership that may have served societies well in the past are unsuited to changing circumstances. This is not a new insight—in many countries national governments and city leaders are responding in a creative way to changing pressures from a variety of stakeholders, with the result that public service reforms, including efforts to redesign urban political institutions, now proliferate. For example, several countries, including England, Germany, and Italy, have witnessed the introduction of new local leadership models in recent years—such as directly elected mayors (Hambleton and Sweeting 2004; Egner et al. 2006; Procacci and Rossignolo 2006).
This book offers a radical analysis of the how male gender cultures impact on men and women in Management and leadership and on the tactics and strategies of transformative women. su maddock provides evidence of how challenging women are often at the forefront if change and how when working in macho cultures are penalised rather than rewarded for their energy and vision. Based on interviews women leaders working in the UK public sector her analysis of gender dynamics within organisations is relevant to government services and business.
Governments serve as a vehicle through which citizens, communities and societies express their values and preferences (Bourgon, 2007). Some of these values and preferences remain constant; while others change as societies confront new situations and evolve. Periodically, new values surface whose energy transforms the role of government and the practice of public administration. Reflecting back on the last three decades, we can see how public administrators around the world embarked on a journey of experimentation and innovation in response to changing circumstances and public expectations (Bourgon, 2008a). The nature and pace of change has been astonishing. The theme of the conference is `New Directions in the Study and Practice of Public Administration'. In addressing this theme, I will argue that the search for new directions in research and the practice of public administration should relate to the search for a new balance in the role of government.
The Hanford Site was established in 1943 as one of the three original Manhattan Project locations involved in the development of atomic weapons. It continued as a defense production center until 1988, when its mission changed to environmental restoration and remediation. The Hanford Site is changing its business strategy and in doing so, is reinventing government. This new development has been significantly influenced by a number of external sources. These include: the change in mission, reduced security requirements, new found partnerships, fiscal budgets, the Tri-Party agreement and stakeholder involvement. Tight budgets and the high cost of cleanup require that the site develop and implement innovative cost saving approaches to its mission. Costeffective progress is necessary to help assure continued funding by Congress.
The challenges facing local government in the 21st century are complex and rapidly changing. This article examines issues ranging from adaptive behaviour in citizens (as governments struggle to create cognitive shifts around areas such as waste minimization and obesity) to the co-production of services. It offers examples of action being developed in the London Borough of Barnet to enable public managers to move from being place managers to place shapers.
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