Other parts of this series:
- Surveying innovation in government
- Five must-haves of government innovation
- The secret lives of government innovation leaders
- Do you make space for government innovation?
- Government innovation starts with steady stream of ideas
- Ideas to action: Executing on government innovation
- Quantifying the impact of government innovation: The proof is in the pudding
- Weaving government innovation into your strategy
- Lead with Innovation. (Your Culture Will Follow.)
For months now, I’ve been writing about opportunities to transform the government back office into a Center of Innovation. Together we’ve explored how that could look for finance, procurement and HR. We’ve considered some of the emerging technologies like advanced analytics, artificial intelligence (AI) and “Netflix for ERP” and their role in enabling this transformation.
Now let’s turn our focus to something equally important: the art and science of innovation itself.
Intuitively, everyone understands the value of innovation. There are clear benefits to be gained both from doing things differently and from doing different things. Of course, talking about innovation is easy; actually, doing it can be very challenging.
So, what does it take to be innovative? What do you need to do—culturally and operationally—to transform a government agency into a Center of Innovation? And, most importantly, how do you know when you’re successful?
To answer those questions, Accenture conducted a global innovation study, interviewing people at nearly 600 government organizations. Respondents represent 10 countries and various aspects of the public sector.
With preliminary results released today, our findings reveal not only who’s leading the way when it comes to innovation, but also what they do that sets them apart. Spoiler alert: Just 8 percent of responding agencies stand out as “Innovation Leaders.”
“Just 8 percent of responding agencies stand out as Innovation Leaders.”
In upcoming posts, I’ll be digging into what we learned about the 8 percent who are Innovation Leaders—and how those sometimes-surprising lessons can help any government organization get better at innovation in the real world.
What have you learned about making innovation work in government? Please share your thoughts, questions and suggestions. For more information about bringing the back office to the forefront of government innovation, visit us here, and follow me on LinkedIn and Twitter.
See this post on LinkedIn: Surveying Innovation in Government.