Promoting Innovation in the Public Sector: Case Study on ...
Transcript of Promoting Innovation in the Public Sector: Case Study on ...
Promoting Innovation in the Public Sector: Concepts, Case Studies and
Challenges
by
K. Thiruchelvam UTM Perdana School
Presentation given on occasion of
MAMPU Sabah Open Day
February 17, 2015
• About innovation
• Public Sector Innovation (PSI) –
why and what is it
• Public sector reforms in
Malaysia and case studies
• Key Messages
Outline of Presentation
How do we cope with
complexity, uncertainties,
rising expectations, reduced
resources?
“We have to innovate. No
nation can be successful
unless they are involved
in innovative and creative
activities,”
Najib Tun Razak
"Not to innovate is
to die." - Christopher Freeman
"Innovation is a risky business, but not
innovating is even
riskier"
- Anonymous
5
WHY IS STI IMPORTANT FOR COUNTRIES
(EVEN FOR THE POOREST ONES)?
STI
Capabilities
make the
difference
between
Poverty and
Wealth
Changing dynamics of success
Socio-economic success =
fn (Innovation);
+ fn (Investments);
+ fn (Infrastructure);
+ fn (Institutions)
7
Proficiency in
STI is
imperative if
we wish to
escape from
the so-called
middle
income trap
6
8
(USD thousand)
4
22
20
2
18
16
14
12
10
0
Chile
Argentina
Thailand
Slovakia
Poland
Indonesia
Malaysia
HIGH INCOME BOUNDARY
GNI Per Capita 1990 - 2008; USD thousand
Korea
Czech Rep
Source : World Bank, NEAC Analysis
www.neac.gov.my
Why innovation matters
Strong STI capabilities
National socio-economic
sectors
High value added, inclusive
and sustainable society
Strengthening our STI foundations
for a high value added economy
About innovation
An innovation is a new or
significantly
improved service,
communication method,
process or
organisational method. (Innobarometer, 2010);
Innovation – generation and application of new ideas. It is
about creating value from knowledge. Important for economic
activities but also social inclusion and sustainability
Innovation
≠ R&D
About Innovation
•Innovation is not always a new
product, service or process.
•Innovation is not just about coming up
with ideas
•Innovation is a process
•Everyone has the capacity to be
innovative
Discovery
Development
Diffusion
Delivery
INFRASTRUCTURE
SKILLS
GOVERNANCE
CAPITAL
REGULATION
TAXATION
NATIONAL
CHALLENGES
NATIONAL
PRIORITIES PEOPLE
Innovation occurs within a complex
ecosystem ….
Government
Academia/
RIs
NGOs
Community
Linking the
4Ds
Industry
Linkages
Leveraging
Learning
Ideas - Source of wealth in
knowledge age
People who own
ideas have become
more important than
people who own land
or machines
An idea that is BOLD is
worthless until SOLD
CONVERTING IDEAS INTO INNOVATIONS – NOT EASY. MANY
IDEAS FALL THROUGH “THE VALLEY OF DEATH”
Bridging Support
needed for
accelerating ideas to
market..
Market Lab
CREATIVITY VS. INNOVATION: THE
DIFFERENCE
Creativity – is about coming up with the
idea;
Innovation – is about executing the idea
Innovation = creativity x execution
“This process of Creative Destruction is the essential fact about capitalism. It is what capitalism consists in and what every capitalist concern has got to live in….” Schumpeter, 1942
Innovation is 1% inspiration
and 99% perspiration.
Edison
Several Dimensions to
Innovation
T – a new Technology;
A – a new Application in the form of a new product, process or service;
M – a new Market or market segment;
O – a new organisational form or a new management approach or a combination of two or more of these elements
Source: Janszen, F (2000)
Service Innovation – new or improved service (passport)
Service Delivery Innovation – new or different way of providing service (MyEG)
Administrative or organizational innovation-changes in organizational structures or routines (OSC)
Conceptual Innovation -a new way of looking at problems, challenging current assumptions, or both (Malaysian Inc)
Policy Innovation - a change to policy thinking or behavioural intentions. (NEM)
Systemic Innovation – new or improved ways of interacting with other organizations and sources of knowledge (portal)
Source: Windrum, 2008
TAXONOMY OF INNOVATION
Idea generation
Idea selection
Idea implement
-ation
Sustaining ideas
Idea diffusion
The Innovation
Process: Key
elements
Adapted from Eggers and Singh (2009)
1. Idea generation—finding,
adapting or creating the ideas
2. Idea selection—picking
which ideas to use
3. Idea implementation—putting the ideas into practice
4. Sustaining ideas—keeping
the ideas going
5. Idea diffusion—spreading
the ideas and the insights
about them
Innovation in the public sector has been
defined as the creation and implementation
of new:
Processes;
Products;
Services; and
Methods of delivery
which result in significant improvements in
the efficiency, effectiveness or quality of
outcomes. (Australia National Audit Office, 2009)
Generation and
application of new
ideas to produce
better outcomes
What is PSI?
Public sector
contributes to high
proportion of GDP
(25%) – opportunities for
productivity improvements
for growth
Why PSI Matters
Substantial public sector
innovation has already
taken place but innovation
potential of public sector
is unrealized – need to
unlock
Public Sector: Managing in
Challenging Times
How to deliver improved services Higher expectations of citizens
Tight budgets
Growing complexities
Changing risk averse culture
Innovation
crucial for
productive, high
performing
public service
Value for money &
Value for many
22
Source: Eggers and Smith (2009)
Government
Innovator
Citizens/customers
Participative and
responsive
government
Internal Partners
Joined-up and
reinvented
government
External Partners
Partnered and
networked government
Employees
Collaborative,
outcome-focused
government
Sources of innovation
Barriers to Innovation
Poor framework conditions – organized for stability, restrictive approach to collaboration
Weak strategic innovation leadership – lack explicit innovation strategy, short term focus, resources not allocated for innovation
Lack of knowledge of methods – lack of skill sets, lack of proper metrics
Resistance to change – risk aversion, few incentives to change
How some governments are
responding
• Providing simpler processes and greater convenience
• Tapping new sources of information when shaping policies and services
• Sharing responsibility in delivery
Doing
Better
with
Less
Leadership
Resources
Networks
Culture
Competencies
Ideas
Learning
Organizational strategies
Requirements
for Effective
Innovation
Don Scott-Kemiss, 2009
Political push
Culture of review; of experimentation
Growing public expectations
Shocks/regulations/internal problems
Competition
Flexibility of finance
Rewards
globalization
Public Sector Innovation: Driving
Forces
Source: NESTA 2011
Measuring Public Sector
Innovation: EPSIS Methodology
• Human resources
• Quality of public services
Enablers
• Investments
• Drivers and barriers
Organisation Activities • innovators
• Effect on business performance
Outputs
ENABLERS
1.1 Human resources
1.1.1 Employment share of ‘creative occupations’
1.1.2 Share of employees in public administration with a university degree
1.2 Quality of public services
1.2.1 Government effectiveness
1.2.2 Regulatory quality
1.2.3 Increased efficiency of government services due to the use of ICT
1.2.4 Online availability of public services
1.2.5 E-government development index (EGDI) ACTIVITIES
2.1 Capacities
2.1.1 Share of service innovators that innovate in-house
2.1.2 Share of process innovators that innovate in-house
2.2 Drivers and barriers
2.2.1 Importance of internal barriers to innovation
2.2.2 Importance of external barriers to innovation
2.2.3 Active management involvement in innovation
2.2.4 Importance of external knowledge
2.2.5 Share of employees involved in groups that meet regularly to develop innovations OUTPUTS
3.1 Innovators
3.1.1 Share of organizations in public administration with services, communication, process or organisational
innovations
3.1.2 Share of ‘New’ services out of all services innovations
3.1.3 Public sector productivity
3.2 Effects on business performance
3.2.1 Improvements in public services for business
3.2.2 Impact of innovative public services on business
3.3 Government procurement
3.3.1 Government procurement as a driver of business innovation
3.3.2 Government procurement of advance
EPSIS
Scoreboard
Measurement
Framework 2013
Leadership
Governance
Culture Capability
Key Factors
for Public
Innovation
Enhancing Administration for development
Reforming administration for heavy industrialization
Enhancing reforms for innovation-Led economy
1957 to late 1970s
1980s to mid 1990s
Late 1990s to 2020
MALAYSIA’S
PUBLIC
SECTOR
REFORMS
High income nation;
sustainable and inclusive
We have made great strides in STI
Initiatives
Institutions and Integration
Infrastructure and Incentives
Investments
International Outreach
Our successes
in rubber, oil
palm and
petroleum
sectors fuelled
by proficiency in
STI
STI (Input) Indicators, 2001-2011
YEAR 2000 2004 2006 2008 2010 2011
Total R&D
Expenditure
(MYR million)
1671.5 2,843.7 3,646.7 6,070.8 8,510.7
9,422.0
R&D
expenditure
as a % of
GDP
0.50 0.63 0.64 0.82 1.07 1.07
Industry
share of
total R&D
expenditure
(%)
57.9 71.5 84.9 70.5 65.0 56.7
Number of
researchers
(HC)
15,022 23,092 19,021 31,442 67,412 73,752
Number of
researchers
per 10,000
labor force
15.6 21.3 17.9 28.5 55.4 58.2
Source: MASTIC (various reports)
BUT, we need to strengthen the
following:
People
Partnerships
Prioritization
Proficiency
Performance
Benchmarking our STI Performance
Country Global Innovation index 2014 (142 economies)
Singapore 7
Republic of Korea
16
Hong Kong 10
Malaysia 33
Source: INSEAD
Case Study on Public
Sector Innovation:
PEMUDAH
Established on February
7, 2007
Oversees regulatory
reforms
Inclusive Public-Private
Sector Collaboration
Reports directly to
Prime Minister
About PEMUDAH
The Special Task Force to Facilitate Business or better known by its Malay acronym -
PEMUDAH
Working
Group on
Efficiency
Issues
Various Focus
Groups
Working
Group on
Policy
Issues
Task
Forces
under
PEMUDAH
Various Task
Force and
Focus Groups
PEMUDAH: WORKING GROUPS,
TASK FORCE AND FOCUS GROUPS
PEMUDAH
TASK
FORCE
Public
Sector (13 members)
Relevant Ministries
Industry
(10 members)
Selected individuals
from industry
Registering a Business
9 procedures;
11 days;
RM 3000 fee
1 procedure;
1 day;
RM 1000 fee
Previous
Current
Mandatory online incorporation process via Malaysian Corporate Identity Number system (MyCoID)
Expediting Business Licencing
BLESS Business licensing electronic support system - A portal that provides information and services for companies to apply licences or permits to start operating business in Malaysia was developed
No. of licences issued by 23 Ministries rationalized/abolished
from 717 to 448 as
of December 2013; resulted in
cost savings estimated at USD 223 million since July
2011.
Resolving Insolvency
• Dedicated commercial courts established
• Amendments made to Bankruptcy Act 1967 to expedite the insolvency process
Resolving Insolvency
Expediting Construction Permits
One Stop Center developed to facilitate processing
Reduction in number of items required for building plan from 81 to 19
Certificate of Fitness of Occupation self-regulated by industry professionals
construction permits issued in less than 100
days requiring only 10 procedures from 140 days and 37 procedures previously
Registering Property
5 procedures;
41 days;
2 procedures;
1 day;
Previous
Current
Expediting Immigration Matters
Removal of age limit for expatriates;
Automatic approval for expatriates with salaries of more than RM 8000 per month
Automatic approval for Long-Term Social Visit Pass for spouses for 5 years
Introduced Resident Pass for up to 10 years
Year 2007 (n=175)
2011 (n=183)
2012 (n=183)
2013 (n=185)
2014 (n=189)
OVERALL 25 21 14 12
6 Starting a business 71 111 50 54 16
Dealing with
construction permits 137 111 113 96 43
Getting electricity
- 60 59 28 21
Registering property 66 59 59 33 35
Getting credit 3 1 1 1 1
Protecting investors 4 4 4 4 4
Paying taxes 49 39 41 15 36
Trading across borders 46 28 29 11 5
Enforcing contracts 81 60 31 33 30
Resolving Insolvency 51 57 47 49 42
World Bank Doing Business Ranking –
Malaysia (2007-2014)
PEMUDAH - Lessons
Holistic approach
Clearly defined deliverables
Co-ownership
Small membership
Strong secretariat and state level implementation
Political commitment
Sustained leadership
Learning, monitoring and evaluation
Urban Resettlement in Kuala Lumpur:
The Kampung Abullah Hukum Case Study
This case demonstrated importance of: •Experimentation; •Forging trust; •Sustained leadership; •partnership
Pressure to redevelop prime real estate
Community engagement with City Hall and developer for
better design
Win-win outcome for all parties
DBKL’s One Stop Centre for Building plan
approvals
Previous process involved several stages; delays and poor
tracking
Introduction of OSC involved e-submissions, parallel examination
and coordination of various agencies
Win-win outcome for all parties
PSDC- Dynamic Skills Training Centre
The PSDC (Penang Skills Development Centre) is the
first industry-led skills training centre to
be set up in Malaysia. PSDC’s success largely depends on
its ability to link with industry especially in developing
curriculum as well as in understanding the industry’s
demands.
The PSDC's tripartite model brings together the best of the
Industry, Academia, and Government.
PSDC website
Strengthening Technological Capabilities Through
Greater Coordination: The case of Vitrox
ViTrox Training Centre to help Local Firms Tap Global
Machine Vision Industry
The setting up of a ViTrox’s RM10 million Centre of
Excellence (CoE) for Machine Vision in Bayan Lepas Free
Industrial Zone enable local companies to strengthen their
technological capabilities to tap into the global machine vision
industries..
The centre is partially financed by the Domestic Investment
Strategic Fund, under MIDA to accelerate the shift of
Malaysian-owned companies in targeted industries to high
value-added and innovation-based industries.
Source: New Straits Times [Available at http://www.nst.com.my/node/29335, accessed on October 29, 2014]; The Edge [Available
at http://www.theedgemalaysia.com/business-news/305606-vitrox-training-centre-to-help-local-firms-tap-global-machine-vision-
industry.html, accessed on October 29, 2014]
CREST-Promoting Industry Relevant
Talent Development for E&E Sector
Source: New Straits Times [Available at http://www.nst.com.my/node/29335, accessed on October 29, 2014]; The Edge [Available
at http://www.theedgemalaysia.com/business-news/305606-vitrox-training-centre-to-help-local-firms-tap-global-machine-vision-
industry.html, accessed on October 29, 2014]
Industry-led initiative on
development of industry-
relevant talent with
relevant curriculum and
projects, and seeding for
industry-driven post-
graduate research
projects
Promoting Innovation in the public
Sector: Key elements
Leader-ship
Competencies
Governan-ce
Collabor-ative Execution,
Monitoring and
Evaluation
Culture
Everything rises and
falls with leadership John Maxwell
Summary: Key Messages
Everyone
can
innovate
Public Sector needs
innovation
Innovation not
easy
Leadership vital for
innovation to
happen
Selected References •ANAO (2009) Innovation in the Public Sector: Enabling Better Performance, Driving New Directions. Better Practice Guide. Canberra: Australian National Audit Office •Bason,C. (2011) Public Sector Innovation: Driving Forces and Barriers [Online] Available from: http://aliainstitute.org/blog/2011/06/02/public-sector-innovation-driving-forces-and-barriers/ (Accessed August 17, 2013) •Bason, C. (2010) Leading public sector innovation: co-creating for a better society.Bristol: Polity Press •Eggers, W. D. & Singh, S. K. 2009, The Public Innovator’s Playbook: Nurturing bold •ideas in government, The Deloitte Member Firm Public Leadership Institute & Ash Institute for Democratic Governance and Innovation at Harvard Kennedy School of Government, Deloitte Research. •Mulgan, G. 2007. Ready or Not? Taking Innovation in the Public Service Seriously. NESTA Making Innovation Flourish. •NAO 2006. Achieving innovation in central government organisations. National Audit •OECD 2012, Innovation in Public Services: Context, Solutions and Challenges. Paris: Organisation for Economic Co-operation and Development. •PEMUDAH Annual Report 2012 Ministry of International Trade and Industry •Smith, K.R. (2006) Building an innovation ecosystem: Process, culture and competencies. Industry and Higher Education 20 (4) pp.219-224 •Thiruchelvam,K,Chandran, V.G.R, Boon-Kwee, Ng and Chan-Yuan, Wong (2013) Malaysia’s Quest for Innovation Progress and Lessons learned Strategic Information and Research Development Centre: Petaling Jaya •Windrum, P. 2008. Innovation and entrepreneurship in public services. In:Windrum,P. & Koch, P. (eds.) Innovation in Public Sector Services.Edward Elgar, Cheltenham.
Suggested Reading
This book argues that the
government has been behind
the boldest risks and biggest
breakthroughs from the
Internet to the green
revolution.
How Stella Saved the Farm is a
simple story about a farm in
trouble, and how it innovates to
get out of trouble.
This book shows how government agencies
can use co-creation to overcome barriers
and deliver more value, at lower cost, to
citizens and business. Through inspiring
global case studies and practical examples,
the book addresses the key triggers of
public sector innovation.
http://www.mckinsey.com/insights/public_sector/g
overnment_designed_for_new_times
Govt designed for new times
You Tube: TED Lectures
Steven Johnson: Where good ideas come from
https://www.youtube.com/results?search_query=steven+johnson+in+ted
Vijay Govindarajan on Reverse Innovation https://www.youtube.com/watch?v=ztna1lt_LZE
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STI Policy, Public Sector Innovation
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Studies ICT Policy
Our Work on Innovation
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POLICY
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SCIENCE,
TECHNOLOGY
& INNOVATION
(NPSTI)
2013 - 2020
Harnessing STI for Socio- Economic Transformation and Inclusive Growth May 2013
Ocean Thermal
Energy Conversion
(OTEC)
Development
of Malaysian
Space Policy
September 2012
Reports on
Perception and
Implementation
of National
Environment
Policy
ECONOMIC COMPLEXITY
PERSPECTIVES
FOR MALAYSIAN ECONOMIC
TRANSFORMATION FINAL REPORT
Sector Report prepared by
K.Thiruchelvam UTM Perdana School October 16, 2014
OECD Science,
Technology and
Industry Outlook
2014
OECD Policy
Questionnaire 2014
Report for Malaysia
prepared by team
led by K.Thiruchelvam,
UTM Perdana School
Collaborations
between HEIs
and Industry
Strategic Report
for RMK-11
Dr Nur Naha;
Dr K. Thiruchelvam;
Dr Angelina Yee
Additional Information
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