Public Outcomes and Service Co-Design - GovInnovate
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Transcript of Public Outcomes and Service Co-Design - GovInnovate
Service co-design for better public outcomes
Jane Treadwell, CEO, DesignGov
GovInnovate – Canberra Australia Nov 2013
Last week’s conversation about the public service+…
• Open, connected, dynamic, disrupted environment• Old business model is broken• Options going forward?
dissolution revolution evolution
+ National Conference, Institute of Public Administration
Australia
21st century challenges
Food Security
Global Warming
Asylum Seekers
Terrorism
ObesityDeregulation & Red Tape Reduction
Structural Economic Change
Disruptive Technologies
Productivity
Economic, Social & Digital Inclusion &
Participation
Management of ‘Entitlement’/expe
ctationsMigration Policy
Early Childhood Development &
Childcare affordability
Sustainable Indigenous Societies
Drought Policy & Water Distribution
Big Society//Smaller Government
Government Procurement & Industry Development
Asian Century
One Service – Seamless Government(s)
Healthy Ageing
National Disability Insurance
Traffic CongestionGFC
A product of fragmentation and a rich social network of interests
agility and effectiveness in governance
[email protected] | (02) 6125 4974 | GPO Box 9839, Canberra ACT 2601
Resource fluidity
Strategic Sensitivity
Third Sector
Private Sector
Collectiv
e
Commitment
Strategic Agility FrameworkHamalainen, Kosonen, Doz,
INSEAD 2011
Public Value Economy(W.Eggers)
Public Sector
DesignGov• Collective commitment
Secretaries Board – 20 Departments+ ATO + CustomsPeak Business organisationsDesign companies & academicsInternational Advisory GroupPublic Sector Leaders Forum
• Resource FluidityPilot4 core investing agencies5 foundation supporters12 project investors (Departments)2 agencies = staff internshipsCloud services
• Strategic OrientationOutside – in approachCitizen CentredCollaboration MO
Whitespace for problem searching and solvingShared interest & curiosityLeverage constraints and networksBuild APS capabilities & shared design
language/tools
Not one size fits all
[email protected] | (02) 6125 4974 | GPO Box 9839, Canberra ACT 2601
Stability Uncertainty
Single/Silo
Collective
Wicked System Problems
Simple KnownProblems Ineffective
Inefficient
conditions
involvement
What’s the problem?
To provide better and sustainable public solutions:• That build collective capacity and• That break some or all of the following
trade-offs:• Price or performance• Access or performance/cost• Speed or quality• Level of effort or result• Customer satisfaction or silo
optimisation
Innovation is the fuel for a stronger economy and enriched society
But
• the ‘system’ is fragmented and costly
• Customer/citizen focus is ‘conditional’
• Same old processes deliver same old results
• Demand for better performance & >productivity
• $$$
Design-led innovation = method and mindset
what is design?
A disciplined set of actions that takes you from your current state to a preferred future state
“Design is a funny word. Some people think design means how it looks. But of course, if you dig deeper, it's really how it works “…Steve Jobs
‘Evolve to perfect rather than require perfection from the outset’….Bill Clinton
The ladder of design Danish Design Council 2003
Non-Design
Design as Styling
Design as Process
Design asInnovation
Where and when do you apply design?
Design closes the gap between the need and the desirable endpoint
Do it from the start!
Disciplined steps
Involve the network of interests Process
Service
Policy
Societal/ System Change
Communication or Product
Target Group
Controllers
Influencers
Indirect stakeholders
design-led innovationBlending an inside-out execution with an outside-in orientation
• Champions and Commitment• Start with people –Citizens/staff/suppliers• Be clear about the why (this is a problem)• Engage the network of interests –wicked problems aren’t
solved by silos• Ignore the average – go to the extremes for insight• Visualise what’s happening – eg painpoints, relationships
• Surface the assumptions – why not?• Design by doing – prototyping cf perfecting the rationale• Be concrete, ‘fail forward’ & deliver
Design thinking = Blending Mindset + Methods = Design By Doing
Business Thinking Design Thinking Creative ThinkingLeft Brain Using both sides of the
brain to solve problemsRight brain
Rationale and structured The ability to switch at will between a rational and structured approach to a more emotional, intuitive approach
Emotional and intuitive
Focused on analysis Iterating between analysis and synthesis
Focused on syntheses
Dealing with well-defined problems
Dealing with ill-defined problems
Dealing with undefined problems
A problem is something to get out of the way
A problem is the start of the process
There is no problem
Analyse> decide Analyse>ideate>proto-type> evaluate>decide
Perceive>ideate>decide
Focused on parts of the problem
Zooming in and out, taking the problem apart to reassemble it in a different way
Holistic focus
2013
http://www.slideshare.net/brandriveninnovation?utm_campaign=profiletracking&utm_medium=sssite&utm_source=ssslideview
Design thinking = Blending Mindset + Methods = Design By Doing
Business Thinking Design Thinking Creative Thinking
2013
Process & Methods What (UK Design Council) How
Understanding Immersive FieldworkEthnographyRe(framing) = 5 whysStrategic conversationsStakeholder & (Eco)System MapsKafka Brigade
AnalysisSynthesisInsights
PersonasUser pathways & Customer journeysScenarios & StoriesEnactmentsVisualisationInfoGraphicsForesighting
Ideation, Prototyping Behavioural Economics -trials - EASTCo-created Service BlueprintsBusiness Model CanvasPrototypes – hi and lo fidelityStory boardsRe-engineering processes/experiences
Evaluate and scaling Refine/abandonProject managementChange management
Start - General Problem
Specific Problems
Impact - Specific Solutions
DISCO
VER
DEVELO
P
DELIV
ER
Measu
rable
O
utco
me
Itera
te
DEF
INE
?#!
DE
SI
GN
-L
ED
I
NN
OV
AT
IO
N
Evidence
Example Methods/Mindset Results
NZ 150 companies Integrated Design applied to business
Revenue by 15% + 24% export growth
Family By Family – SA; NSW (TACSI)
Ethnographic ImmersionPrototypingIteration
Invest $1 to save $7: need for future out-of-home care and child protection services; <$80 million direct savings over the next ten years.
School ‘drop-outs’ in Netherlands
Kafka Brigade methodology –removal of bureaucratic waste
in drop-out rate by 25% in 3 years
Nurse Knowledge Exchange - Kaiser Permanente Hospitals
ObservationPrototypes Scaling
nursing time at bedside 18.9%; satisfaction, patient safety, creation of Innovation Centre
EU Ministerial Council Process, MindLab, Denmark
Digitalisation – iPads, pollingUsers @ core – filmsVisualisation of abstract data
Improved ministerial satisfaction
Designing Out Crime – Kings Cross
ReframingUser JourneysMulti-disciplinary teams
Solutions beyond bouncers
07/04/2023
15
examples
business and government interactions
Field Work & Rapid Ethnography15 businesses6 intermediariesKafka Methodology in SAPublic servants
Peak Body Meetings• BCA• AiG• Aus Services Roundtable• ACCI• COSBOA
Dialogue AppOnline Collaboration for issues and 50+ ideas
X-sector Workshops
findings: businesses
•Businesses have difficulty navigating government and finding the right information
•Small businesses value personal relationships, trust and respect, and often feel marooned in dealing with government agencies
•Continual changes in policy and compliance requirements are a source of deep frustration
findings: intermediaries
• Intermediaries play a valuable role in packaging and translating government information to business community
•Intermediaries often find the consultation processes inadequate, poorly scoped and possibly with pre-determined outcomes
findings: public sector
•Limited capacity and innovation authority to ‘fix’ the system
•Cross-agency coordination impeded by poor information sharing systems and associated governance
•Compliance police or industry partners
•Has difficulty with its own red tape, impersonal relationships and complex operating environment
prototyping: testing some new ideas
What I know now & wish I had known before
• Start designing by doing…………..NOW!
• It expands your problem solving, decision-making and innovative
capabilities
• When applied systemically to complex matters, it can reduce
costs, improve productivity and lift satisfaction of both customers
and staff
• The ecosystem is keen to shape and participate
• Leadership & preparedness to experiment and fail forward in risk
averse climate = tough but do-able
• DesignGov by working in the white space experiences the impact
of (weaknesses in) public sector culture, capacity & operations,
for inter-agency collaboration, co-ordination and co-operation -
but also the curiosity
• Measuring value of the ‘design dividend’ is important; the way to
measure it without dampening the innovation opportunities is the
challenge
methods mindset
competence commitment
faith
What I know now & wish I had known before
methods + mindset+ competence + commitment+ faith
= better outcomes
Wearing the customer’s
shoes is just the beginning
There are lots of techniques you
can use to engage,understand,
create,test concepts and
deliver value
The way you frame the problem
determines the nature of the
ultimate solution
Understanding their lived
experience creates
opportunities for reducing cost and improving
outcomes
The network matters and
wants to collaborate -
openly
Involving the ecosystem in co-
design + prototyping are effective risk
mitigation steps
‘First mover’ governments have innovation intermediaries
http://blog.la27eregion.fr/Design-for-Policy-100-people-and
‘First mover’ governments have innovation intermediaries
http://nyc.pubcollab.org/files/Gov_Innovation_Labs-Constellation_1.0.pdf
Thank you.
[email protected] | (02) 6125 4974 | GPO Box 9839, Canberra ACT 2601