-.. ,. .-. .....

Co-creating for a better society

Christian Bason, Director, MindLab
. ..'.
From random innovation to a conscious and conscious and conscious and conscious and
systematic approach systematic approach systematic approach systematic approach to public sector renewal
From managing human resources to building building building building
innovation capacity innovation capacity innovation capacity innovation capacity at all levels of government
From running tasks and projects to orchestrating orchestrating orchestrating orchestrating
processes of co processes of co processes of co processes of co- -- -creation creation creation creation, creating new solutions with
people, not for them
From administrating public organisations to
courageously courageously courageously courageously leading leading leading leading innovation across and
beyond the public sector.
. .-.-.
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...
...-..
1. Paying a price for politics
2. Anti-innovation DNA
3. Fear of divergence
4. Wheres the citizen?
5. An orchestra without a conductor
6. Leading into a vacuum: the 80/20 rule
. '.. .. ..... -..-.
C CC COURAGE
(TO LEAD)
C CC CAPACITY
(POWER TO INNOVATE)
C CC CONSCIOUSNESS
(CREATING A NEW LANGUAGE)
C CC CO-CREATION
(ORCHESTRATING THE PROCESS)
. .....-..
Howto develop a shared language of innovation?
C CC CONSCIOUSNESS
(CREATING A NEW LANGUAGE)
C CC COURAGE
(TO LEAD)
C CC CAPACITY
(POWER TO INNOVATE)
C CC CO-CREATION
(ORCHESTRATING THE PROCESS)
'!.... .. -...- .. -.-
.. ... .. . .. .-..'
MindLab
- .-..
!.... -'..-
Implementation Value Idea
\ .. - - ' .....
Productivity
[efficiency; eg higher
case load per employee]
Service experience
[citizens
satisfaction with
services delivered]
Results
[changes resulting from
the activities of the
public organisation,
eg health, employment
and growth]
Democracy
[eg participation, transparency
and accountability]
.. -.,... -.,...
Heuristic Algorithm Mystery
Martin (2009)
.. ,.
Howto build the ability to innovate at all levels?
C CC COURAGE
(TO LEAD)
C CC CONSCIOUSNESS
(CREATING A NEW LANGUAGE)
C CC CO-CREATION
(ORCHESTRATING THE PROCESS)
C CC CAPACITY
(POWER TO INNOVATE)
--... ,.
- ..... ,...
Context
Strategy
People & culture
Organisation &
technology
. .-..
Howto run an effective process of innovation?
C CC COURAGE
(TO LEAD)
C CC CAPACITY
(POWER TO INNOVATE)
C CC CONSCIOUSNESS
(CREATING A NEW LANGUAGE)
C CC CO-CREATION
(ORCHESTRATING THE PROCESS)
The systematic process of creating
new solutions with people, not for them:
Broader scope of people people people people [citizens+]
New mode of knowledge knowledge knowledge knowledge [qualitative, first-hand]
Different kind of process process process process [design-driven]
.-.. -'..-
Citizens, business, NGO, government...
Policy planners, systems developers,
administrators, operators, front line staff...
Suppliers, partners, advisors...
Academia, wild cards...
Decision-makers...
-,-
CREATING A
NEW FUTURE
INFORMING ABOUT
THE PRESENT STATE
MANY
FEW
Quantitative
surveys
Co-creation
workshops
Crowdsourcing
Qualitative
research
... ' ...-. ..-.-.
.--
Analysis Analysis Analysis Analysis
(Splitting)
Synthesis Synthesis Synthesis Synthesis
(Putting together)
Rational
Logical
Deductive
Solutions
Thinking it through
Single discipline
Causality
Emotional
Intuitive
Inductive
Paradigms, platforms
Rapid prototyping
(thinking through
doing)
Multiple disciplines
Impact
After Banerjee / Stanford d.school
-... ..H... '..-'
,. ..-.. ,-.- .. ,.-.
.,- . . '... ... '. .. .-
... . .,-... .-., . ..
- .. ,.--.'
Boland & Collopy (2004)
-... ..H... '...'
Reconfiguring the problem space
Citizen-centric
Visualisation
Experimental
Zooming in & out
Knowing
Analysing Synthesising
Creating
Citizen-centred
research
Pattern
recognition
Idea generation
Learning Challenging
the problem
Project
scoping
Visualisation
Concept
development
Selection
Testing
Prototyping
Framing
Scaling
Identifying insights
Implementing
!.-... - .-.. ,.-..
.-..-.-.-
Metode Metode Metode Metode
Co-creation
Co-production
Professionals
produce
Experts
create
.-.. . -.- ,...
- ' .-..
.-.-.-
More ideas, faster More ideas, faster More ideas, faster More ideas, faster
!.,
Cost Cost Cost Cost- -- -efficient solutions that are tested and will work efficient solutions that are tested and will work efficient solutions that are tested and will work efficient solutions that are tested and will work
.-..
Rehearsing the future Rehearsing the future Rehearsing the future Rehearsing the future strengthens implementation strengthens implementation strengthens implementation strengthens implementation
=. .-
What is the role of public leadership?
C CC COURAGE
(TO LEAD)
C CC CAPACITY
(POWER TO INNOVATE)
C CC CONSCIOUSNESS
(CREATING A NEW LANGUAGE)
C CC CO-CREATION
(ORCHESTRATING THE PROCESS)
\ .. .-
, ,
, _
| , _ , _ ,
. ,
,.
C. Otto Scharmer, MIT
. --..., .-.
Encouraging
small-scale
experimentation
& learning
Recruiting and
developing a
diversity of
talent
Empowering
staff to reflect on
own practices
KNOWLEDGE
ENGINEER
[Institution head]
Embracing
divergence
Creating
innovation space
Applying
language of
innovation to
problem-solving
360 DEGREE
INNOVATOR
[Mid-level manager]
Extending a
licence to
innovate
Crafting and
implementing
strategies for
innovation
Engaging
managers in a
dialogue about
innovation
THE ENABLER
[Top executive]
Expecting
administrators to
be professional
innovators
Investing in
innovation
capacity
Formulating a
vision that
demands
innovation
THE VISIONARY
[Politician]
Co-creation Capacity Consciousness Courage
.....H