UNLEASHING INNOVATION: A CLOSER LOOK AT ABSORPTION · UNLEASHING INNOVATION: ABSORPTION LOOK AT....

A CLOSERUNLEASHING INNOVATION:

ABSORPTIONLOOK AT

Using our Innovation Framework, Accenture conducted a global study of government innovation.

STUDYING GOVERNMENT INNOVATION

Copyright © 2018 Accenture. All rights reserved. 2

IDEATION IMAPACT & BENEFITS

EXECUTION

ABSORPTION

Innovation is absorbed throughout the culture, with

the most promising ideas chosen for execution

There is ownership of innovation

Risks are permitted

STRATEGY

WHAT HAVE WE LEARNED ABOUT ABSORBING INNOVATION INTO AN AGENCY’S CULTURE?

Innovation can’t be just a buzzword or a concept, but instead be a part of an organization’s philosophy

Government organizational cultures are broadly supportive and open to more innovation:

INNOVATION IS PHILOSOPHICAL


75%feel their culture has a balanced tolerance for risk or skews toward “allowing space for risk taking”

91%report support for risk-takers in their organizations

42%say risk-takers are highly regarded, even if some of their ideas don’t pan out

Governments are expressing willingness to work with diverse skills and perspectives:

OPEN MINDS FOR GOVERNMENT INNOVATION


Skillsets in their workforce are very

diverse and open to thinking differently

54%

Agency is open to innovation—already

displaying strong interaction with the broader ecosystem and a readiness to influence

and be influenced by external parties

49%

Collaboration happens across

departments with minimal siloes

54%

WALKING THE INNOVATION TALK


Governments aren’t just talking about innovation—they’re taking action:

73%Have mitigation systems or mechanisms in place to manage risks that might arise from innovation test and implementation

19%Are considering implementing such mechanisms

+

SETTING ASIDE MONEY FOR INNOVATION


Governments are dedicating funds—drawn from diverse sources—specifically to drive innovation:

79%Have funds dedicated to innovation

10%Are considering dedicating funds

2-5% of administrative budget is earmarked for

innovation

41%

6-10% of administrative budget is dedicated to

innovation

41%

Obtain funds from external sources for

innovation and related research

In other words, they are taking the risk of exposure to external

commitments

87%

Of the 79%...

READY TO IMPROVE YOUR APPROACH? FOLLOW THE LEADERS

OPPORTUNITIES TO INCREASE TRANSPARENCY


One area of potential improvement: provide greater transparency around why certain ideas are pursued and funded.

That would give potential innovators—whether employees or external partners—a clearer idea of what will be supported.

Use detailed, objective criteria for ranking and selecting projects—

and working to keep their innovation portfolio aligned with

strategic goals

Have clear and transparent

communication to a great

extent

Have clear and transparent

communication to a certain

extent

Communication is

valued by all—but

especially by those

that emerged as

government

innovation leaders:

Innovation leaders

Everyone else

83.3%

54%66.7%

40%33.3%

57%

MAKE THE MOST OF WHAT YOU ALREADY HAVE


Innovation is likely already “hiding out” in your organization—

WORK TO BRING IT OUT

DON’T ACCEPT THIS LONGSTANDING STORY: “Government organizations are stuck in routines and not open to change”

RISK TOLERANCE, OPENNESS, FUNDING AND CLEAR COMMUNICATION of selection criteria are the cultural building blocks for innovation—use what’s already in place or keep working to adopt these elements

FOCUS ON CORE PROCESSES to get your innovation “machine” in place and start delivering results

THE CULTURE WILL START TO COME ALONG

Don’t underestimate the value of “ROLE MODELS” doing innovative things to benefit citizens

SEEING EFFECTIVE RESULTS WILL BRING MORE OF YOUR CULTURE ALONG

BUILD IT AND THEY WILL COME


AUSTRALIA

UNITEDKINGDOM

SOUTH AFRICA

IRELAND GERMANY

ITALYFRANCEUNITEDSTATES

BRAZIL

CANADA

In October 2017, Accenture surveyed

591

METHODOLOGY


RESPONDENTS

From 10 countries

Respondents represented the following levels of government:


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:


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.

https://www.linkedin.com/in/mark-howard-079944a/

mailto:[email protected]

https://twitter.com/markhoward_co

FOR MORE INFORMATION VISIT US AT

www.Accenture.com/GovBackOffice

https://www.accenture.com/us-en/insight-back-office-gov-innovation?c=psv_fy18hpspspublicslideshare_10282778&n=smc_0618

UNLEASHING INNOVATION: A CLOSER LOOK AT ABSORPTION · UNLEASHING INNOVATION: ABSORPTION LOOK AT....

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