Post on 25-May-2020
A CLOSERLOOK ATSTRATEGY
UNLEASHING INNOVATION:
Using our Innovation Framework, Accenture conducted a global study of government innovation. Here we focus on the Strategy pillar:
STUDYING GOVERNMENT INNOVATION
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IDEATION
STRATEGY
Recognizing the importance of innovation. Strategically
advancing partnerships externally and fostering collaboration internally.
ABSORPTION EXECUTION IMPACT & BENEFITS
WHAT HAVE WE LEARNED ABOUT WEAVING INNOVATION INTO AN AGENCY’S STRATEGY?
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NEARLY EVERYONE AGREESINNOVATION IS IMPORTANT
AGENCIES REPORT EXECSSEE INNOVATION AS PART OF THEIR DAY-TO-DAY AND
LEADERSHIP RESPONSIBILITIES
90%
AGENCIES REPORT EMPLOYEESSEE INNOVATION AS PART OF
THEIR DAY-TO-DAY RESPONSIBILITIES
89%
AGENCIES RATE INNOVATION AS
IMPORTANT CRITERION FOR CAREER PROGRESSION
88%
AGENCIES HAVE CLEAR DEFINITION OF “WHAT
INNOVATION IS”
90%
AGENCIES INCLUDE INNOVATION IN
STRATEGIC PLAN
95%
But some leading practices emerging
NO SINGLE PATH TO SUCCESS
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49%
41%
56%
38%
49% 48%
40%
WHO IN YOUR AGENCY MANAGES INNOVATION THROUGHOUT THE PROCESS? (SELECT ALL)
Having different people oversee different parts of the innovation process showed up as a key differentiator of the Innovation Leaders
Through the Senior Leadership Team
Through partnering with a third party for our innovation
Different people oversee the different parts of the
innovation process
Through all its employees
Through the development or section that is
integrating the innovation
Through an internal R&D/Innovation
team or lab
INNOVATION LEADERS EVERYONE ELSEALL RESPONDENTS
When it comes to innovation, agencies are using a variety of communications tactics
DIVERSE COMMUNICATION TACTICS
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51% 51% 50%40%
60%
41%43%38%
Innovation Leaders are much more inclined towards dedicating time periodically to discuss innovation and soliciting innovative ideas via email
We are discussing our need to be innovative with
external stakeholders
It is discussed at staff meetings
Agency leadership communicates their
desire for innovative ideas
We dedicate time periodically to
discussing innovation
It is part of our daily
conversations
Employees regularly receive emails soliciting innovative ideas
There is an internal website dedicated
to innovation
HOW AND WHERE DOES YOUR AGENCY COMMUNICATE THE NEED TO BE INNOVATIVE? (SELECT ALL)
65%
INNOVATION LEADERS EVERYONE ELSEALL RESPONDENTS
Agencies use external partnerships to support innovation strategy in a wide variety of ways
Leaders stand out for their collaborations in two areas:
EVERYONE IS PARTNERINGLEADERS COLLABORATE IN SPECIFIC WAYS
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Partnering for identifying priority themes and building an innovation agenda
54%INNOVATION LEADERS
39%EVERYONE ELSE
Partnering for oversight and governance
54%INNOVATION LEADERS
37%EVERYONE ELSE
Emerging best practice: Analyze market trends to identify priority themes and issues for agency’s innovation agenda
USE ANALYTICS TO GUIDE INNOVATION
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67%INNOVATION
LEADERS
34%EVERYONE
ELSE
USING ANALYTICS TO A GREAT EXTENT
READY TO IMPROVE YOUR APPROACH? FOLLOW THE LEADERS
ESTABLISH AN ECOSYSTEM APPROACH
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PARTNER on priority and agenda
setting as well as oversight and governance
SEEK IDEAS from a wide range of
sources–particularly employees
DIFFUSE INNOVATIONThroughout the organization so that many people are managing different parts of the process
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DON’T ASSIGN INNOVATIONORCHESTRATE IT
No single person or team is responsible for innovation–it’s a team effort
EXECUTION TEAMFocuses on implementing and scaling individual projects deemed worthy of investment
Composition will vary based on the innovation being deployed
Should be held accountable for the specific targets established
INNOVATION HUB
Manages a continuous process of generating and testing ideas
Should be held accountable for the process, not for the strict outputs or outcomes
1 Make communication continuous and never stop asking for ideas
2 Differentiate who does what using which resources:
3
Watch for more in our future discussion on the Absorption pillar
AUSTRALIA
UNITEDKINGDOM
SOUTH AFRICA
IRELAND GERMANY
ITALYFRANCEUNITEDSTATES
BRAZIL
CANADA
In October 2017, Accenture surveyed
591
METHODOLOGY
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RESPONDENTS
From 10 countries
Respondents represented the following levels of government:
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Respondents represented these segments within government:
38%Local
38%State/Regional/Provincial
24%National/Federal
7%Healthcare Payor (Health Insurance) – Public/Government
7%Healthcare Provider – Public/Government Managed
86%Public Service (other than Education) – Government Agency
METHODOLOGY
Government agency respondents represented these functions:
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15%Centralized Administration
18%Employment Services
11%Policing/Justice
5%Defense
18%Social Services/Welfare14%
Revenue/Tax
8%Pensions
8%Border Services/Customs
3%Other
METHODOLOGY
CONTACT
MARK HOWARDGlobal Administration Segment Lead Public Service, Accenture
ABOUT ACCENTUREAccenture 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 442,000 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