Post on 11-Aug-2015
Presentación
Brenton Caffin (Nesta UK) Centro de Innovación UC 14 Mayo 2015
¿Por que innovar desde el estado?
Santiago 14 May 2015
co-design pic from f by f
co production pic from f by f
Nesta is the UK's innovation foundation
We help people and organisations bring great ideas to life
We do this by providing investments and grants, and mobilising research, networks and skills
Independently funded through an endowment provided by the National Lottery
About Nesta
The team
Strong capabilities in: design thinking, creating effective learning experiences, programme design and management, content creation, international development, policy making
Design thinking Programme design & management
International development Policymaking
Content creation
Design education
Innovation Skills
Our aim To demystify and spread innovation
methods, tools and skills.
Deliver effective learning experiences
Innovation Skills
Bootcamps, Masterclasses, Clinics, Toolkits, Practice Guides
Making it happen
Spreading skills
Raising awareness
Our approach Innovation Skills
Raising awareness Understand and be able
to articulate the benefits of innovation.
Innovation Skills
Making it happen Learn how to develop ideas into action, adopt new methods and approaches.
Innovation Skills
Spreading skills Integrate innovation methods
and tools into the daily practice of organisations and
scale innovation capacity.
Innovation Skills
Designing & Prototyping
"Everyone designs who devises courses of action
aimed at changing existing situations into preferred
ones."
Herbert Simon (1969)
DESIGN = CHANGE
Basic model of design
Current state
Future state
Transformation process
Existing (problematic)
situation
Prefered situation
Design Process: Double Diamond*
* Design Council (2002)
Principles of Design: Thinking visually
Principles of Design: Considering users
Principles of Design: Collaborating & Iterating
In sum: Three Principles of Design
Thinking visually
Considering users
Collaborating and iterating
Why would you prototype? • They are a cheap way to learn from failures. • Prototyping allows you to try out your ideas
without the pressure of getting everything right straight away.
• Develop shared understanding among different stakeholders and getting user feedback.
Why Prototype?
What is prototyping? Prototyping is an approach to developing, testing, and improving ideas at an early stage before large-scale resources are committed to implementation.
Service Touchpoints
Prototyping
Service Organisations
Service Systems
A variety of prototypes help to evaluate the looks, procedures, processes and configurations of services.
High fidelity
Prototyping
Low fidelity
Crude sketch
Paper prototype
Clickable prototype
Evaluating your ideas
EXPLOITATION
MYSTERY HEURISTICS ALGORITHMS
Cause-and-effect relationships are unknown or not well understood.
Learning activities should concentrate on experimentation,
trial and error to find new knowledge.
Cause-and-effect relationships are well understood and explicit. Learning activities are focussed
on capitalising on existing knowledge and process
optimization.
EXPLORATION
(Chaos) (Rules of thumb) (Formulas)
Codifying knowledge
Based on Roger Martin’s Knowledge Funnel
Three Stages of Innovation
Labs and i-teams
Date Launched
Transforming the processes, skills and culture of government
• Focus on transforming the way that government approaches innovation,
• Uses consultancy services and training, secondments and placements, to develop skills and mind-sets
• Educate and provide insights and knowledge needed to empower others inside government to innovate..
Achieving wider policy and systems change
• Focus on achieving wider policy and systems change and bringing about transformation,
• Look beyond specific interventions
• to the wider policy context and complex systems that need to change,
• Architects, creating the designs and blueprints that others can follow
Creating solutions to solve specific challenges
• Focus on solving high priority problems, and developing usable and scalable solutions, Collaborate with colleagues in government agencies.
• Developers and creators of innovations.
Engaging citizens, non-profits and businesses to find new ideas
• Focus on opening up government to voices and ideas from outside the system,
• Open innovation and challenge-led approaches
• Strong communications and engagement strategies.
• Create conditions for innovations from outside government to thrive.
• that others can follow 4 roles for
Mayor’s Office of New Urban Mechanics (MONUM) Based: Boston, USA Mission statement: “The Mayor’s Office of New Urban Mechanics is Boston’s civic innovation group. We partner with entrepreneurs inside and outside of City Hall to explore better ways to serve and collaborate with people. We do this by running discrete experiments, understanding their impact, scaling what works and learning from what doesn’t.” What defines them: What defines them Technology-led civic engagement Size of team: 5 Example of impact; MONUM’s Citizen Connect mobile app is used by residents to report problems such as graffiti to City Hall, with around 300 cases across Boston reported each week. The app has been replicated by other cities across the nation.
Transforming the processes, skills and culture of government
• Focus on transforming the way that government approaches innovation,
• Uses consultancy services and training, secondments and placements, to develop skills and mind-sets
• Educate and provide insights and knowledge needed to empower others inside government to innovate..
Achieving wider policy and systems change
• Focus on achieving wider policy and systems change and bringing about transformation,
• Look beyond specific interventions
• to the wider policy context and complex systems that need to change,
• Architects, creating the designs and blueprints that others can follow
Creating solutions to solve specific challenges
• Focus on solving high priority problems, and developing usable and scalable solutions, Collaborate with colleagues in government agencies.
• Developers and creators of innovations.
Engaging citizens, non-profits and businesses to find new ideas
• Focus on opening up government to voices and ideas from outside the system,
• Open innovation and challenge-led approaches
• Strong communications and engagement strategies.
• Create conditions for innovations from outside government to thrive.
• that others can follow 4 types of 4 types of
Seoul Innovation Bureau (서울혁신기획관) Based: Seoul, South Korea Mission Statement: “Using social innovation to improve citizens’ lives” What defines them: Citizen-led innovation Size of team: 58 Example of impact; Applying the social media tools used in the mayor’s political field campaign to day-to-day government, rapidly increasing citizen engagement
Transforming the processes, skills and culture of government
• Focus on transforming the way that government approaches innovation,
• Uses consultancy services and training, secondments and placements, to develop skills and mind-sets
• Educate and provide insights and knowledge needed to empower others inside government to innovate..
Achieving wider policy and systems change
• Focus on achieving wider policy and systems change and bringing about transformation,
• Look beyond specific interventions
• to the wider policy context and complex systems that need to change,
• Architects, creating the designs and blueprints that others can follow
Creating solutions to solve specific challenges
• Focus on solving high priority problems, and developing usable and scalable solutions, Collaborate with colleagues in government agencies.
• Developers and creators of innovations.
Engaging citizens, non-profits and businesses to find new ideas
• Focus on opening up government to voices and ideas from outside the system,
• Open innovation and challenge-led approaches
• Strong communications and engagement strategies.
• Create conditions for innovations from outside government to thrive.
• that others can follow 4 types of 4 types of
PS21 Office Based: Singapore Mission Statement: “PS21 is the Change Movement of the Singapore Public Service. It encourages every public officer to be open to change, and to find better ways, ideas and possibilities to bring about improvement and innovation in their individual work or the work of the public service.” What defines them: Staff-led innovation Size of team: 43 Example of impact; An evaluation of PS21 estimated that over a year it generated 520,000 suggestions from staff, of which approximately 60% were implemented, leading to savings of around £55 million
Transforming the processes, skills and culture of government
• Focus on transforming the way that government approaches innovation,
• Uses consultancy services and training, secondments and placements, to develop skills and mind-sets
• Educate and provide insights and knowledge needed to empower others inside government to innovate..
Achieving wider policy and systems change
• Focus on achieving wider policy and systems change and bringing about transformation,
• Look beyond specific interventions
• to the wider policy context and complex systems that need to change,
• Architects, creating the designs and blueprints that others can follow
Creating solutions to solve specific challenges
• Focus on solving high priority problems, and developing usable and scalable solutions, Collaborate with colleagues in government agencies.
• Developers and creators of innovations.
Engaging citizens, non-profits and businesses to find new ideas
• Focus on opening up government to voices and ideas from outside the system,
• Open innovation and challenge-led approaches
• Strong communications and engagement strategies.
• Create conditions for innovations from outside government to thrive.
• that others can follow 4 types of 4 roles of
Sitra Based: Helsinki, Finland Mission Statement: “Sitra is building a successful Finland for tomorrow’s world.” What defines them: A combination of impact investment, research and practical programmes Size of team: 110 Example of impact: Sitra estimates that its work on sustainable energy has led to around £1 billion in savings for the Finnish government
Public sector innovation skills
In a recent survey from the OECD on global schools of government, 33% of respondents identified innovation as a civil service skills gap, yet only 3% named innovation as one of its top 5 priority themes for teaching.
So, how can we improve the quality, coherence and reach of learning for public and social innovation?
Final thoughts
Innovación en la periferia?
Brenton Caffin Brenton.caffin@nesta.org.uk @bcaffin
Presentación
Brenton Caffin (Nesta UK) Centro de Innovación UC 14 Mayo 2015