How social innovations are made in the public sector in Denmark?

1. Leading public sector innovation Co-creating for a better society Christian Bason, Director, MindLab

4. Co-creating to tackle ”wicked problems”...

10. Four shifts From random innovation to a conscious and systematic approach to public sector renewal From managing human resources to building innovation capacity at all levels of government From running tasks and projects to orchestrating processes of co-creation, creating new solutions with people, not for them From administrating public organisations to courageously leading innovation across and beyond the public sector.

11. A global movement ‘Why innovation?’ -> ‘How innovation?’ Random, ‘luck’ -> Strategic, ‘systematic’ Expert-driven creation –> Co-creation Public sector innovation is becoming a discipline, and co-creation is a key approach...

12. Barriers 1. Paying a price for politics 2. Anti-innovation DNA 3. Fear of divergence 4. Where’s the citizen? 5. An orchestra without a conductor 6. Leading into a vacuum: the 80/20 rule

13. Four C’s: An innovation ecosystem COURAGE (TO LEAD) CONSCIOUSNESS (CREATING A NEW LANGUAGE) CO-CREATION (ORCHESTRATING THE PROCESS) CAPACITY (POWER TO INNOVATE)

14. 1. Consciousness How to develop a shared language of innovation? COURAGE (TO LEAD) CO-CREATION (ORCHESTRATING THE PROCESS) CAPACITY (POWER TO INNOVATE) CONSCIOUSNESS (CREATING A NEW LANGUAGE)

15. The dilemma ”Innovation is a terrible word. But there is nothing wrong with its content.” MindLab

16. Innovation defined Implementation Idea Value

17. What is the value of innovation? Productivity [”efficiency”; eg higher case load per employee] Results [changes resulting from the activities of the public organisation, eg health, employment and growth] Service experience [citizen’s satisfaction with services delivered] Democracy [eg participation, transparency and accountability]

18. From exploration to exploitation (I) Heuristic Algorithm Mystery Martin (2009)

19. 2. Capacity How to build the ability to innovate – at all levels? COURAGE (TO LEAD) CONSCIOUSNESS (CREATING A NEW LANGUAGE) CO-CREATION (ORCHESTRATING THE PROCESS) CAPACITY (POWER TO INNOVATE)

20. Celebrating capacity

22. The innovation pyramid Context Strategy Organisation & technology People & culture

23. Managing the innovation portfolio Strategic Challenges SC 1 SC 2 SC 3 Innovation efforts SC 4 High uncertainty SC 5 Medium uncertainty Low uncertainty Short-term < 1 year Daily Weekly Medium-term < 3-5 years Long-term < 10-20 years

24. 3. Co-creation How to run an effective process of innovation? COURAGE (TO LEAD) CONSCIOUSNESS (CREATING A NEW LANGUAGE) CAPACITY (POWER TO INNOVATE) CO-CREATION (ORCHESTRATING THE PROCESS)

26. New mode of knowledge [qualitative, first-hand]

28. CREATING A NEW FUTURE Co-creation workshops Crowdsourcing MANY FEW Quantitative surveys Qualitative research INFORMING ABOUT THE PRESENT STATE Forms of citizen involvement

29. Professional empathy Experiencing what citizens experience

32. The Australian Centre for Social Innovation, www.tacsi.au.org

33. Rehearsing the future Prototyping to drive learning

40. Three principles #1 Going very close-up for insight #2 Zooming out for redesign #3 From ‘service delivery’ to leveraging resources for better outcomes

41. How design might help Attitude + Action

42. ’Attitude’ Source: Banny Banerjee, Stanford

43. ’Action’ Challenging Human Experimental Concrete

44. 4. Courage What is the role of public leadership? CONSCIOUSNESS (CREATING A NEW LANGUAGE) CO-CREATION (ORCHESTRATING THE PROCESS) CAPACITY (POWER TO INNOVATE) COURAGE (TO LEAD)

46. What is courage? “Courage comes from the willingness to ‘die,’ to go forth into an unknown territory that begins to manifest only after you dare to step into that void. That is the essence of leadership.” C. Otto Scharmer, MIT

47. Four leadership roles

48. www.mind-lab.dk

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