Guide Government Innovation Workshops

A Tool for Government Innovation
IDEATION
Implementation Support
GUIDE FOR DEVELOPING
WORKSHOPS

Guide for developing IDEATION workshops •
The Innovators in Government Chevening Network was created in
2017 in order to connect those who boost improvements and lead
innovations in governments and public management.
The initiative was born in the alumni network of the Chevening
Programme, funded by the Foreign and Commonwealth Office (FCO)
and managed through the UK Embassy.
The actions carried out by the network throughout 2017 sought
to build ties between Cheveners who are involved with innovation
in governments from different countries, as well as to encourage
knowledge exchange and connection with the external community.
Another strategic point was the strengthening of the Brazilian alumni
network. The development of this document is one of the actions
in this context, which aims to offer better support to the Chevening
alumni network in Brazil.
This publication was adapted from the document
“Ideatón - Guía Metodológica” (Ideation - Methodological Guide)
developed by the Buenos Aires LAB (Laboratorio de Innovación
de la Provincia de Buenos Aires) in partnership with the Ministry
of Government of the Province of Buenos Aires. Its content was
adjusted to the context of innovation in the Brazilian public context.
We hope this material can be used by the Chevening alumni network
as a tool to foster and strengthen innovation in governments – a
practice that has advanced in the UK.
Gisele Raulik Murphy
Coordinator of the Innovators in Government Chevening Network
Chevening alumna (Brunel University 2002-2003)
Foreword

• Guide for developing IDEATION workshops

Contents
INTRODUCTION 5
WHAT IS AN IDEATION? 8
.............................................................
HOW TO ORGANISE AN IDEATION? 9
BEFORE THE EVENT
1. Choose a specific challenge 10
2. Identify key agents 12
3. Define the methodological approach 13
4. Define the work team 16
5. Communication 17
6. Selecting the teams 18
DURING THE EVENT
1. Prepare the space 19
2. Designate a facilitator (or several facilitators) 19
3. Limiting time 19
AFTER THE EVENT
1. Final Proposal 23
2. Creating an innovation ecosystem 23
.............................................................
TOOLKIT 24
1. BRAINSTORM 25
2. FIVE WHYS 26
3. FIELD VISITS 28
4. FEASIBILITY AND IMPACT 30
5. PLAYERS MAP 32
.............................................................
RECOMMENDED MATERIALS 35
REFERENCES 36

5Guide for developing IDEATION workshops •
The Observatory for Innovation in the Public Sector
(Observatório de Inovação no Setor Público - OECD)
believes that innovation in government is finding new ways
to cause an impact on citizens’ lives and to engage them
as partners in building the future. This practice requires old
structures and old ways of thinking to be broken, and new
technologies and ideas to be encouraged.
Innovation in government can happen at different levels, but
“innovating” generally starts in a simple way: applying new
ideas to solve old problems. Obviously, not every problem
needs an innovative solution, but in some cases, to unlock an
old problem, it is necessary to think under a new approach.
As a result of the process, innovating can bring immediate
impact, such as shortening processes and/or the better use
of resources. In times when it is necessary to do more with
less, being creative is crucial. This is the case of the project
“Virtual visits and judicial video conferences”, implemented
by the National Penitentiary Department (Departamento
Penitenciário Nacional - DEPEN). It used available
communication technology to provide better conditions
INTRODUCTION
Innovation is implementing something
new or significantly improved for a
positive outcome; increased profits,
process efficiency, customer satisfaction
or even costs reduction.

6 • Guide for developing IDEATION workshops
for inmates and to reduce, by almost 11 times, the cost of
security for public hearings (ENAP, Actions awarded at the
17th Contest on Innovation in Federal Public Management.
Brasília, 2012.)
Innovation is not only the result of a process. It can also
represent the process itself – the way in which a particular
project was conducted, the way the partners collaborated,
or the perspective under which the problem was analysed.
The Government of Australia presents in the publication
Empowering Change, six types of innovation in the public
sector:
1. Innovation in
services:
the creation of a
new service or the
improvement of an
existing one.
Innovation in
delivering a
service:
a new or different way
of delivering a service.
Administrative
or organisational
innovation:
a new internal process or a
different way of conducting a
certain process.
Conceptual
innovation:
a new way of analysing
problems, challenging
current assumptions,
or looking from another
perspective.
Political
innovation:
a change in political
thinking or behavioral
intentions.
Systemic
innovation:
a new or improved way
for some parts of the
public sector to operate
and interact with their
stakeholders.
2. 3.
4. 5. 6.

We hope this publication works as a tool for a large
number of people in our governments to embark on the
process of generating ideas – and realise its value. The
content presented in this document is intended to help
disseminating and strengthening the practice of innovation
in the Brazilian government.
Innovating is not easy; especially when faced with all the
complex challenges governments have to deal with.
The greatest resistance in this process is a mentality
change, in a situation where the civil servant should be able
(and encouraged) to take risks, work out-of-the-box ideas
that, at first glance, may seem irrelevant. In this context, it is
important to encourage people in government to undertake
the continuous search for new ideas. This part of the
innovation process is called “Ideation” and is described in
this publication.
This publication introduces basic concepts about the
process of generating ideas. It also presents the necessary
steps and what should be taken into account to organise an
ideation session, including a schedule for these events and
possible tools to start the search for new ideas in the public
sphere.
Fortunately, we can already recognise that innovation
has reached governments and public management. In
several countries – such as the United Kingdom, Finland
and South Korea – there are successful project cases
applying innovation tools. This is the case of Policy Lab, a
team that works as part of the British government with the
objective of considering external perspectives and allowing
experimenting throughout the process of building public
policies.
In Brazil, we are still discovering the value of innovation for
the civil service, but we have already accumulated examples
of several projects developed in this context, such as those
presented in the document Learning from the 3rd Week
of Innovation in Public Management (Aprendizados da 3ª
Semana de Inovação em Gestão Pública), which was held in
October 2017 in Brasília.

An Ideation is a collaborative space between citizens,
government, institutions and specialists, with the objective of
generating innovative ideas to solve public challenges.
When carrying out an Ideation, a specific challenge is
chosen, the agents involved (citizens, specialists, civil
society organisations, entrepreneurs, creatives, students
and universities) are identified and invited, and interaction
mechanisms are created through which ideas can be
generated to solve the given challenge. Ideation, as a
mechanism for co-creating with the civil society, implies a
greater inclusion of the recipient/citizen in the development of
public policies and a more opened government.
WHAT IS
AN IDEATION?

HOW TO
ORGANISE
AN IDEATION?

BEFORE THE EVENT
1. Choose a specific challenge
For an Ideation to be successful, the challenge must be
clearly defined and has to be of interest to the agents who
will come up with alternatives and innovative solutions. The
challenge must be formatted in a way that can be worked on
a single day or period.
An example is a workshop conducted in partnership with
the Municipal Secretariat of Sports, Leisure and Youth
(Secretaria Municipal de Esporte, Lazer e Juventude -
SMELJ) and the Special Advisory of Youth (Assessoria
Especial da Juventude - AEJ) of the City of Curitiba. The
session addressed a challenge that both were having
difficulties to solve: the high death rate due to violence
among young people in Curitiba and the Metropolitan
Region.
How to define the challenge internally?
The challenge may come from an area within the
Government that is facing a situation to be resolved with
the participation of other agents. Or maybe a challenge that
can be solved in a day of cooperation work between several
areas, avoiding projects that may last for months without
definition or engagement.
We recommend using the following tools for this stage:
Once the challenge to be addressed is defined, make sure
it will be clearly communicated to those who are unfamiliar
with the cause. A good tip is to formulate the challenge as a
question. In addition to making it easier to understand, this
technique fosters questioning and debate.
Brainstorm
Five whys
Field visits
(See Toolkit, p. 25.)
(See Toolkit, p.. 26.)

11
BEFORE THE EVENT
Some examples of challenges that have already been used
as a basis for guiding innovative public policies are:
• How to make drivers to slow down?
Available on: https://goo.gl/G7ZWqd
• How to eliminate violence and drug dealing in bars?
Available on: https://goo.gl/G5wLvQ
• How to feel safer at the bus stops?
Available on: https://goo.gl/LQXYyb
• How to offer more support to the unemployed?
Available on: https://goo.gl/QjoQ9A
• How to stimulate the donation of clothes in good
conditions?
Available on: https://goo.gl/wg9tfr
• How to encourage students with low academic
performance to study?
Available on: https://goo.gl/VCBvCi

BEFORE THE EVENT
2. Identify key agents
To organise an Ideation we must identify the agents and
groups interested in solving the proposed challenge.
Think of those who are impacted by the challenge, as well
as those whose participation is necessary to enable the
implementation of the ideas.
The exchange between people who have different
perspectives and different levels in the organisation will
enable a broader view and generate different proposals.
In addition, the profile of participants (creative, analytical,
critical, etc.) must also be considered. The types of profiles
should be balanced.
For this, we recommend using the:
Players Map

13
BEFORE THE EVENT
3. Define the methodological approach
Although there are a wide variety of strategies, we suggest
structuring the time of the workshop in five stages:
Introduction of the workshop and the profiles that
make up the teams.
Challenge presentation.
Identification of the causes that generate this challenge.
Ideation: generation of proposals.
Prioritization, evaluation and selection of final proposal.
1
2
3
4
5
A collaborative working table cannot become a space of
chaos. To avoid this, it is important to define a work dynamic
that enables order and converges on the preparation of
proposals.
Illustrations by: Guilherme Match

BEFORE THE EVENT
It is advisable that the application of the methodology
follows a cycle of divergence and convergence of ideas. The
creative process consists in the development of many ideas
(divergent thinking), followed by choices and refinement that
lead to the best ideas (convergent thinking).
DISCOVER DEFINE DEVELOP DELIVER
D
ivergentthinking
D
ivergentthinking
Convergentthinking
Convergentthinking
Double Diamond

15
BEFORE THE EVENT
Throughout the workshop it is important to make use of
the visual representation of the generated ideas so that
the participants are able to understand them better. As
the Ideation develops, the facilitator can post sticky notes
on the wall with the ideas, words and sketches given. This
facilitates discussion and analyses in order to transform the
ideas generated into a “collective ownership”.
Tools to be used:
Brainstorm
Feasibility and Impact

BEFORE THE EVENT
4. Define the work team
It is recommended to have a person in charge of the
organisation of the Ideation workshop.
This person must assign roles, tasks and responsibilities to
each member of the host team. The necessary functions
(which can be provided by people from different areas of
government or by professionals hired especially for the
day) are:
Facilitator/Event host: In charge of conducting
the event, presenting the challenge and controlling
the time.
Facilitators/Groups: Each worktable (each
group) may have a facilitator who maintains the
order of the conversations, manages and controls
possible conflicts, and ensures the fulfillment of
deliverables on time and in the right way. Before
selecting these people, remember that they will
be the anchors of your teams and the nature of
their profile can influence the group’s thinking. If
your concern is to generate innovative ideas, for
example, avoid selecting a facilitator with rigid
traditional opinions.
Logistic coordinators: Responsible for receiving
people, preparing the space and articulating with
suppliers.
Duration
The ideal duration ranges from four to six hours, depending
on the number of participants and the challenges to
be worked. A key factor to take into account is the time
availability of the participants you want to invite. Unlike a
lecture, for example, participants will be required to work as
a group. Therefore, it is important that they are aware that
their availability means body and mind. If possible, provide
drinks and snacks.
Location: Choose a large and bright place, with
windows that allow sunlight. If possible, choose
rooms outside regular work space and environments
that stimulate creativity. Coworking spaces are great
options!
Space: Each team must work at a table where
everyone is comfortable and can see the other
participants.
Materials: Provide pens, markers, paper, sticky notes,
projector and computer.
Furniture: Tables, chairs and white board or flip chart.

17
BEFORE THE EVENT
5. Communication
It is necessary to predict the communication strategy and
define the supports that will be used at each level of the
organisation:
Invitation: The way the participants will be
invited varies according to the nature of the group.
In some cases, emails are enough. In others,
phone calls or even visits are necessary. For more
informal situations or when the workshop is open
to external audiences, a Facebook event can be a
good idea. In the invitation, make clear what the
purpose of the workshop is and the duration. If
possible, explain what the dynamics will be and
add photos that illustrate the activities that will be
conducted. Many may not be familiar with this type
of event and can create a wrong expectation.
Enrollment: If necessary, create mechanisms
for participants to enroll or register for the event.
For example, a form in Google Drive with the
fields: name, last name, e-mail, occupation, etc.;
or platforms like Eventbrite that enables online
registrations and even payments.
RSVP: To avoid surprises, make sure that
confirmed participants are still available by sending
them an e-mail or message a day or two before the
event.

BEFORE THE EVENT
6. Selecting the teams
During the process of sending invitations, arrange the
confirmed participants in groups of 3-6 people maximum. To
set up the groups, take into account the profile, position, and
each participant’s experience and knowledge. Remember
that multidisciplinary teams are essential in the generation
of innovative ideas.
Also think about people who might have very extreme
perspectives or conflicts with other participants. The
composition of the teams is fundamental to the success of
the workshop and to the quality of the ideas generated.

19
DURING THE EVENT
1. Prepare the space
Depending on the number of people enrolled, prepare
the tables and chairs for the groups. The tools to be used,
such as sticky notes, paper, pens (thick and colorful! avoid
ballpoint pens because they are difficult to read from a
distance) must be on each table.
2. Designate a facilitator (or several facilitators)
3. Limiting time
Facilitators should have a definite timetable detailing the
activities of the day and the expected outcome of the
Ideation.
See the suggested schedule on next page.

DURING THE EVENT
Stage Description Responsible Necessary Resources
Reception Receive participants, carry out the
accreditation and locate people to their
tables.
15’ Coordinators • Label for the names of the
participants
• List of confirmed participants
• Numbers to mark each table
Introduction
to Ideation
Welcome the participants, establish
the rules, times and products expected.
There may be institutional or political
presence.
15’ Facilitator / Host • Projector
• Sound system
Introduction
to the problem
Describe the challenge that gives rise
to the Ideation.
15’ Guest Specialist • Illustrative audiovisual material
Work per table
Presentation
of teams
The facilitator uses a presentation
dynamic so that the participants of the
table get to know each other.
15’ Facilitator At the facilitator’s discretion
Work per table
Revisit the challenge
Time reserved for the review of what
was presented previously, of goals and
times established.
15’ Facilitator

21
DURING THE EVENT
Work per table
Causes and players
Discuss the causes and effects of
the challenge. Then map the players
involved.
15’ Facilitator • Sticky notes
• One flip chart per table with white
paper
• Markers and pencils
• Important photos and data maps
on the issue
Break Rest beak. This step is optional. There
may be a 10 to 30 minute break that
allows participants to eat something.
30’ Coordinators • Breakfast / Lunch / Coffee break
Generation of Ideas Brainstorm. Write ideas to solve
the challenge on sticky notes. It is
not allowed to criticise, evaluate
or disqualify ideas. It is possible to
reformulate, build on an existing idea or
contribute with a new one.
• A3 or A2 plain paper
Prioritise ideas Pick from the ideas that have come up
and put them in a feasibility and impact
matrix.
• Poster / Flip chart / A3 or A2 plain
paper (or a smooth wall for sticky
notes fixing)
Selection of
the best idea and
its development
Select the best idea on the table,
deepen its development and prepare a
physical presentation (poster) or digital
(slides) for the rest of the participants.
• One flip chart per table
• Markers and pencils
• Computer and slides

DURING THE EVENT
Open Presentation Each group presents their ideas to the
participants. The organisation team
must record the ideas for further
report / final product.
5’
per
table
Coordinators • Projector
• Computer
• Sound system
Closure Close the event, thank the participants
and inform that this will be used to bring
a solution to the problem suggested.
Emphasise that all ideas generated
belong to the workshop and are free
for implementation and may undergo
modifications. Emphasise that the
workshop is an initial step in the pursuit
for innovation in the Government.
Ask participants to fill out an event
evaluation form.
45’ Facilitator / Host

23
AFTER THE EVENT
1. Final Proposal
Once the Ideation is finished, we recommend the innovation
team to work with the proposed ideas to put together a
document that will be shared with the participants and the
areas of government involved.
The final product of open innovation events can be a
document, an infographic or other visual resource, through
which the work performed can be evidenced.
2. Creating an innovation ecosystem
Co-creating solutions with the community through Ideation
is a way of nurturing oneself with the capabilities of the
environment, but also, it is a way of creating a community.
In order to keep this ecosystem alive, it is necessary to
generate follow-up instances, appreciation instances and
subsequent involvement in the activities, decisions and
solutions resulting from the journey. We suggest:
1
2
3
4
Send an appreciation e-mail the day after the
event.
Review the attendees list to know who
participated.
Publish the proposals report as quickly as possible
so as not to lose continuity of the work.
Plan to keep in contact with these players.
Illustrations by: João Rocha (Imagem Mental)

• Guide for developing IDEATION workshops• Guide for developing IDEATION workshops
TOOLKIT
There are several innovation tools available on the web and
in books (check list of references at the end of this manual).
A summary of these tools is mentioned below.

1. BRAINSTORM
Objective:
To come up with as many ideas as possible.
This technique can be implemented with the
whole team and collaborators of the civil society,
recipients of the problem, academics, etc.
Difficulty:
What do we need?
Paper or flip chart, sticky notes,
markers or thick pens.
How?
The team gathers around a table. One member
assumes the role of facilitator and another one
controls the time. During the brainstorming
session, the rules outlined below must be noted:
No judgments
It is necessary to postpone all negative judgment of
the ideas because it is impossible to create and judge
at the same time.
Thinking freely
When we allow ourselves to think outside the limits of
the usual, of the normal, new and disruptive solutions
can arise.
Multiplier Effect
Combine ideas and propose improvements on the
ideas of others. Sometimes changing an aspect of an
unfeasible solution can make it a great solution.
Quantity over quality
The quality of the final result of a co-creation
workshop depends on the amount of ideas generated.
Thus, in the Ideation phase it is important to generate
as many ideas as possible.

• Guide for developing IDEATION workshops26 • Guide for developing IDEATION workshops
2. FIVE WHYS
It is advisable to work this tool with experts
and players from other sectors outside the
government to incorporate new voices.
How?
We ask five times why the problem or challenge
happens, always trying to find different and
deeper motives.
Materials:
Five Whys Diagram, sticky notes, markers.
Objective:
Explore the main root of the problem. Separate
causes from symptoms.
Difficulty:

1st Why 2nd Why 3rd Why
4th Why 5th Why Conclusion
FIVEWHYSDIAGRAM

3. FIELD VISITS
It is advisable that the greatest number of team
members can participate in order to better
understand the definition of the problem.
How?
Once the hypotheses about who is the recipient
and what the problem is are outlined, the team
will immerse in the context to validate these
assumptions. This visit won’t try to change the
daily behavior of users and will mainly consist of a
non-participatory observation.
Materials:
Field Visit matrix, camera, sticky notes,
recorder and what else can help in recording the
observation.
Objective:
Explore causes of the problem, create empathy
with the recipient (e.g. citizen, civil servants,
etc.) and their challenges. Discover revealing
information.
Difficulty:

HYPOTHESES FEEDBACK
Who is the recipient and
what is their problem?
What do you want to
observe?
What did you like? What did you not like?
What did surprise you? What did you find strange?
FIELDVISITMATRIX

4. FEASIBILITY AND IMPACT
This technique can be implemented with the
whole team, and with guest collaborators from
organisations of the civil society, recipients of the
problem, academics, etc.
How?
Put the sticky notes with the solutions proposed
during the workshop in the matrix. The axis
indicate the feasibility of implementing the
solutions versus their impact (consider the
possibility of being replicated and scaled). Select
the idea that is best located in the quadrant that
indicates greater impact and greater viability.
What do we need?:
Feasibility and Impact matrix, sticky notes,
markers.
Objective:
Consider alternatives to solve public challenges
according to feasibility and impact.
Difficulty:

FEASIBILITY
IMPACT
FEASIBILITYANDIMPACTMATRIX

5. PLAYERS MAP
It can be done internally or incorporate external
players that will contribute with a broader
perspective.
How?
List the players involved (one per sticky note)
and place them in the matrix. The axis represent
Interest and Influence. The simple exercise
of mapping and classifying these actors will
be helpful to understand the context and
environment around the problem. The matrix will
also be helpful in defining strategies to address
each group of players.
Materials:
Players map matrix, sticky notes, markers.
Objective:
Identify the players that must be considered to
face the challenge and what is their relevance in
the context of the problem.
Difficulty:

A LOT OF INTERESTLITTLE INTEREST
ALOTOFINFLUENCELITTLEINFLUENCE
PLAYERSMAPMATRIX

OPEN POLICY MAKING
TOOLKIT (2017)
-
Policy Lab UK
https://goo.gl/6wHhr5
SERVICE DESIGN TOOLS –
COMMUNICATION METHODS
SUPPORTING DESIGN
PROCESSES
-
Roberta Tassi
http://www.servicedesigntools.org
KIT DE FERRAMENTAS:
DESIGN THINKING
APLICADO AO SERVIÇO
PÚBLICO (2017)
-
ENAP, Gnova
https://goo.gl/rd6MS1
EMBRACING INNOVATION
IN GOVERNMENT: GLOBAL
TRENDS 2018 (2018)
-
OECD
https://goo.gl/nVw2Kz
FOSTERING INNOVATION IN
THE PUBLIC SECTOR (2017)
-
OECD
https://goo.gl/iqt4qt
RECOMMENDED MATERIALS
DESIGN THINKING –
INOVAÇÃO EM NEGÓCIOS (2012)
-
MJV Tecnologia e Inovação
https://goo.gl/yzvsjn
ISTO É DESIGN THINKING DE
SERVIÇOS – FUNDAMENTOS,
FERRAMENTAS E CASOS (2014)
-
Marc Stickdorn
https://goo.gl/h8t2zH
THIS IS SERVICE
DESIGN DOING (2018)
-
Marc Stickdorn, Markus Edgar
Hormess, Adam Lawrence & Jakob
Schneider
https://www.thisisservicedesigndoing.com/
CURITIBA GOV JAM 2017 -
RELATÓRIO (2017)
-
DUCO
https://goo.gl/TXAPzy

REFERENCES
Australian Government, Innovation 101
https://innovation.govspace.gov.au/innovation-101
Australian Government, Empowering Change
https://industry.gov.au/innovation/publicsectorinnovation/Documents/
Empowering_Change.pdf
Buenos Aires LAB, Ideatón - Guia Metodológica
https://www.gba.gob.ar/static/innovacionciudadana/docs/
GuiametodologicaIdeatonweb.pdf
Design Council. From Dodgy pub to social hub: How one of Britain’s
worst locals became one of the best. 2002
Disponível em: http://www.doca.org.uk/download/i/mark_
dl/u/4011429673/4614929362/Everyday%20Design%20examples.pdf
Curitiba GovJam 2017
https://pt.slideshare.net/ducontent/curitiba-gov-jam-2017
ENAP, Repositório Institucional do Concurso Inovação no Setor Público.
http://repositorio.enap.gov.br/handle/1/257
INNOVATORS IN GOVERNMENT CHEVENING GLOBAL NETWORK, 3ª
Semana de Inovação em Gestão Pública - Transformação digital.
https://industry.gov.au/innovation/publicsectorinnovation/
Documents/https://static.wixstatic.com/ugd/e43df8_
ae767bd164a64eaebd954f84626972b7.pdf?dn=semana_inova_
documento_07+spread+180214++-+final.pdf
LDC. A Loja Vazia / The Empty Shop. 2013.
Disponível em: https://www.youtube.com/watch?v=FE5G5uOk8B4
Rolighetsteorin. The Speed Camera Lottery. 2010.
Disponível em: https://www.youtube.com/
watch?v=iynzHWwJXaA&feature=youtu.be
OECD, Embracing Innovation in Government Global Trends
http://www.oecd.org/gov/innovative-government/embracing-
innovation-in-government.pdf
The Behavioural Insights Team. Supportive text messaging to
encourage student success. 2017.
Disponível em: http://www.behaviouralinsights.co.uk/uncategorized/
supportive-text-messaging-to-encourage-student-success/

Innovators in Government Chevening Global Network
The Innovators in Government network is part of the
Chevening Alumni funded by the
Foreign and Commonwealth Office (FCO)
and partner organisations.
Initiative and management: DUCO Design Intelligence.
DUCO Design Intelligence
Gisele Raulik Murphy (Network Manager, Chevening Alumna 2002-2003)
Carolina Pizatto (Communication Coordinator)
Darragh Murphy
Evelyne Pretti Rodrigues
Gabriel Ferreira (Graphic Design)
www.ducontact.com
Special thanks to Nayla Attas (Chevening Scholar 2017-2018),
Former Director of Public Innovation of the Province of Buenos Aires, for
enabling the partnership for the development of the Portuguese and English
versions of this Guide.
PARTNERS
Material published in March / 2018.
Pictures taken during the Curitiba GovJam 2017

Guide Government Innovation Workshops

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (20)

Ähnlich wie Guide Government Innovation Workshops

Ähnlich wie Guide Government Innovation Workshops (20)

Mehr von DUCO

Mehr von DUCO (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

Guide Government Innovation Workshops