Unleashing Innovation: Learn From the Leaders
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An Accenture survey reveals that citizens perceive the private sector as more innovative than the government, with 60% wanting more technological innovation from government leaders. The study identifies key habits of government innovation leaders, such as embracing partnerships, cross-organizational diffusion of innovation, and creative incentives. Successful leaders achieve better outcomes through collaboration and fostering a culture of innovation, focusing on strategic ideation, execution, and measuring impact.
Unleashing Innovation: Learn From the Leaders
- 2. CITIZENS WANT MORE GOVERNMENT INNOVATION An Accenture survey of more than 6,000 CITIZENS in SIX COUNTRIES revealed: view the private sector as more innovative than government 6 IN 10 CITIZENS want government technology leaders to innovate more 3 IN 4 CITIZENS want government to work with the private sector to innovate services 8 IN 10 CITIZENS think government agencies should reinvest savings from innovation in more innovation 53% OF CITIZENS Source: Accenture Public Service Global Omnibus Citizen Survey (December 2017) © 2018 Accenture All rights reserved. 2
- 3. GOVERNMENT SEES THE VALUE OF INNOVATION Accenture surveyed 591 GOVERNMENT professionals across 10 COUNTRIES. We found that almost everyone recognizes what citizens are asking of them: 90%OF GOVERNMENT EXECUTIVES see innovation as an important part of their day-to-day jobs and leadership responsibilities © 2018 Accenture All rights reserved. 3 89%OF GOVERNMENT EMPLOYEES see innovation as an important part of their day-to-day jobs
- 4. FIVE PILLARS OF INNOVATIONAccenture designed this new study around our Innovation Framework: Does the agency recognize the importance of innovation? Is it strategically advancing partnerships externally and fostering collaboration internally? STRATEGY Is innovation absorbed throughout the culture and are most promising ideas chosen for execution? Is there ownership of innovation and are risks permitted? ABSORPTION Is there a process in place to develop ideas to support innovation and change both internally and externally? Is there a supply of ideas to drive innovation? IDEATION Is the agency able to execute on innovative ideas using both internal and external capabilities? EXECUTION What is the impact of innovation? Does the agency track and measure the impact of innovations? Are benefits felt? IMPACT & BENEFITS © 2018 Accenture All rights reserved. 4 1. 2. 3. 4. 5.
- 5. 5 WHO’S GETTING IT RIGHT? INNOVATION
- 6. Accenture measured those governments’ performance against our innovation framework—STRATEGY, IDEATION, ABSORPTION, EXECUTION, IMPACT and BENEFITS—and identified the top 8% OF GOVERNMENTS that are true leaders in innovation* WHATRESULTS ARE THEY ACHIEVING? WHATARETHEY DOINGTHAT SETSTHEM APART? * We identified government innovation leaders by looking at the mean innovation score for each country. From there, we identified innovators that were at least one standard deviation higher than the mean. © 2018 Accenture All rights reserved. 6
- 7. LEADING OUTCOMES Government innovation leaders are achieving key benefits at a greater rate than other agencies that have tried innovations: 62.5% 60.4% 70.8% 64.6% 75% 41.6% 37.6% 48.8% 45.5% 46.6% Attracting and acquiring new top talent Reaching different citizen groups/demographics Increasing employee engagement in internal agency programs Improving shared services efficiencies across agencies Innovation Leaders Everyone Else Discontinuing services or programs that weren’t performing well or delivering outcomes © 2018 Accenture All rights reserved. 7
- 8. WHAT SETS LEADERS APART?The survey uncovered some surprising habits and practices of government innovation leaders: UNEXPECTED PARTNERSHIPS CONTINUAL COMMUNI- CATIONS NO SINGLE “OFFICE OF INNOVATION” CREATIVE INCENTIVES DEDICATED SPACES © 2018 Accenture All rights reserved. 8
- 9. LEADERS EMBRACE PARTNERSHIPS Leaders more likely to partner Who they partner with 41.7% 39.6% 39.6% 58% 45% 25.4% 24.7% 25.6% Work with at least one private partner to get knowledge, guidance or information that feeds into their innovation activities Nonprofits Startups or new digital companies Crowdsourcing platform for ideas © 2018 Accenture All rights reserved. 9 Innovation Leaders Everyone Else
- 10. LEADERS EMBRACE PARTNERSHIPS Government innovation leaders think creatively when it comes to partnerships. They are more likely to: HOW THEY PARTNER 66.7% 54.2% 54.2% 43.8% 52.1% 47.9% 49.9% 36.6% 38.5% 26.7% 37.2% 33.7% Discuss the need to be innovative with external stakeholders, such as citizens/customers, companies, suppliers and other public agencies Partner for oversight and governance Partner on identifying priority themes and building the innovation agenda Engage a third party to manage the innovation process Fund innovation together with public partners Seek external partners’ views in choosing ideas for further investigation © 2018 Accenture All rights reserved. 10 Innovation Leaders Everyone Else
- 11. LEADERS DIFFUSE INNOVATION THROUGHOUT THE ORGANIZATION The study shows that different approaches work for different organizations. Leaders don’t limit themselves to an “Office of Innovation” or one “Director of Innovation.” Instead, they diffuse innovation throughout the organization. 56.3% 39.6% Different people oversee the different parts of the innovation process © 2018 Accenture All rights reserved. 11 Innovation Leaders Everyone Else
- 12. OTHER HABITS OF INNOVATION LEADERS Government innovation leaders stay in touch about innovation. Government innovation leaders make space—literal and metaphoric— to nurture the work of innovation. 60.4% 52.1% 64.6% 47.9% 72.9% 38.1% 30.9% 42.9% 29.8% 35.9% Employees regularly receive emails soliciting ideas for innovation We offer coaching/ mentors for innovators facing new challenges We dedicate time periodically to discuss innovation We introduced design- thinking methods in the way the workforce collaborates We offer physical space (e.g., labs, studios) for ideation, prototyping and innovation work © 2018 Accenture All rights reserved. 12 Innovation Leaders Everyone Else
- 13. OTHER HABITS OF INNOVATION LEADERS (CONTINUED) Think government simply can’t afford to compensate innovators? Government innovation leaders prove money isn’t the only reward. 75% 64.6% 56.3% 62.5% 75% 64.6% 58.3% 49.2% 45.1% 37.2% 36.8% 47.9% 48.8% 41.6% We hold innovation- and ideation-related workshops with both internal and external participants We provide opportunities to work and collaborate with external partners We have opportunities for honorary placements or fellowships outside of our agency We identify the “innovator of the month” We offer relevant training and learning for employees We associate employees’ names with specific innovative ideas We offer honorary placements, fellowships or learning opportunities inside our agency © 2018 Accenture All rights reserved. 13 Innovation Leaders Everyone Else
- 14. HOW CAN YOU FOLLOW 14 THELEADERS?
- 15. Strengthen innovation in your government agency by learning from the leaders—and focusing on improving performance across the five pillars of innovation. The data suggest that innovation leaders are following this sequence: Once you have built momentum in those areas, focus on the cultural aspects of Strategy and Absorption. We will explore all five pillars of innovation in follow-up materials. IDEATION Generate a flow of ideas and determine which ideas to pursue IMPACT & BENEFITS Build the discipline and rigor to constantly evaluate innovations and determine if they are delivering benefits EXECUTION Test ideas through proofs of concept and establish a disciplined approach for scaling innovation © 2018 Accenture All rights reserved. 15 LEADERSENGAGE PARTNERSTO HELPBUILDSTRENGTH ACROSSIDEATION, EXECUTION ANDIMPACT &BENEFITS 1. 2. 3.
- 16. METHODOLOGY AUSTRALIA UNITEDKINGDOM SOUTHAFRICA ITALY IRELAND GERMANY FRANCE UNITEDSTATES BRAZIL CANADA © 2018 Accenture All rights reserved. 16 In October 2017, Accenture surveyed 591 RESPONDENTS from 10 COUNTRIES:
- 17. METHODOLOGY © 2018 Accenture All rights reserved. 17 7% 15% 14% 7% 8% 18% 18% 8% 11% 5% 3% Healthcare Payor (Health Insurance) – Public/Government Managed Centralized Administration 86% Public Service (other than Education) – Government Agency Revenue/ Tax Healthcare Provider – Public/Government Managed Pensions Employment Services Social Services/ Welfare Border Services/ Customs Policing/ Justice Defense Other 24% 38% 38% Respondents represented the following levels of government: National/Federal State/Regional/Provincial Local Respondents represented these segments within government: Government agency respondents represented these functions:
- 18. CONTACT MARK HOWARD Global Administration Segment Lead Public Service, Accenture ABOUT ACCENTURE Accenture is a leading global professional services company, providing a broad range of services and solutions in strategy, consulting, digital, technology and operations. Combining unmatched experience and specialized skills across more than 40 industries and all business functions — underpinned by the world’s largest delivery network — Accenture works at the intersection of business and technology to help clients improve their performance and create sustainable value for their stakeholders. With approximately 435,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives. For more information visit us at www.accenture.com/GovBackOffice