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