This document discusses leading public sector innovation through co-creation. It outlines four shifts needed: from random to systematic innovation, from managing human resources to building innovation capacity, from running tasks to co-creating new solutions with people, and from administering organizations to courageously leading innovation across sectors. Key approaches are developing shared language, building innovation abilities, orchestrating effective co-creation processes, and providing courageous public leadership. The goal is renewing the public sector through co-creating better solutions for society.

1. Leading public sector innovation
Co-creating for a better society
Christian Bason, Director, MindLab

9. Four shifts
From random innovation to a conscious andconscious andconscious andconscious and
systematic approachsystematic approachsystematic approachsystematic approach to public sector renewal
From managing human resources to buildingbuildingbuildingbuilding
innovation capacityinnovation capacityinnovation capacityinnovation capacity at all levels of government
From running tasks and projects to orchestratingorchestratingorchestratingorchestrating
processes of coprocesses of coprocesses of coprocesses of co----creationcreationcreationcreation, creating new solutions with
people, not for them
From administrating public organisations to
courageouslycourageouslycourageouslycourageously leadingleadingleadingleading innovation across and
beyond the public sector.

10. A global movement
‘Why innovation?’ -> ‘How innovation?’
Random, ‘luck’ -> Strategic, ‘systematic’
Expert-driven creation –> Co-creation
Public sector innovation is becoming a
discipline, and co-creation is a key approach...

11. Barriers
1. Paying a price for politics
2. Anti-innovation DNA
3. Fear of divergence
4. Where’s the citizen?
5. An orchestra without a conductor
6. Leading into a vacuum: the 80/20 rule

12. Four C’s: An innovation ecosystem
CCCCOURAGE
(TO LEAD)
CCCCAPACITY
(POWER TO INNOVATE)
CCCCONSCIOUSNESS
(CREATING A NEW LANGUAGE)
CCCCO-CREATION
(ORCHESTRATING THE PROCESS)

13. 1. Consciousness
How to develop a shared language of innovation?
CCCCONSCIOUSNESS
(CREATING A NEW LANGUAGE)
CCCCOURAGE
(TO LEAD)
CCCCAPACITY
(POWER TO INNOVATE)
CCCCO-CREATION
(ORCHESTRATING THE PROCESS)

14. ”Innovation is a terrible word. But there
is nothing wrong with its content.”
MindLab
The dilemma

15. Innovation defined
Implementation ValueIdea

16. What is the value of innovation?
Productivity
[”efficiency”; eg higher
case load per employee]
Service experience
[citizen’s
satisfaction with
services delivered]
Results
[changes resulting from
the activities of the
public organisation,
eg health, employment
and growth]
Democracy
[eg participation, transparency
and accountability]

17. From exploration to exploitation
Heuristic AlgorithmMystery
Martin (2009)

18. 2. Capacity
How to build the ability to innovate – at all levels?
CCCCOURAGE
(TO LEAD)
CCCCONSCIOUSNESS
(CREATING A NEW LANGUAGE)
CCCCO-CREATION
(ORCHESTRATING THE PROCESS)
CCCCAPACITY
(POWER TO INNOVATE)

19. Celebrating capacity

21. The innovation pyramid
Context
Strategy
People & culture
Organisation &
technology

22. 3. Co-creation
How to run an effective process of innovation?
CCCCOURAGE
(TO LEAD)
CCCCAPACITY
(POWER TO INNOVATE)
CCCCONSCIOUSNESS
(CREATING A NEW LANGUAGE)
CCCCO-CREATION
(ORCHESTRATING THE PROCESS)

24. The systematic process of creating
new solutions with people, not for them:
• Broader scope of peoplepeoplepeoplepeople [citizens+]
• New mode of knowledgeknowledgeknowledgeknowledge [qualitative, first-hand]
• Different kind of processprocessprocessprocess [design-driven]
Co-creation defined

25. Citizens, business, NGO, government...
Policy planners, systems developers,
administrators, operators, front line staff...
Suppliers, partners, advisors...
Academia, ’wild cards’...
Decision-makers...
People

26. CREATING A
NEW FUTURE
INFORMING ABOUT
THE PRESENT STATE
MANYFEW
Quantitative
surveys
Co-creation
workshops
Crowdsourcing
Qualitative
research
Forms of citizen involvement

27. Knowledge
AnalysisAnalysisAnalysisAnalysis
(Splitting)
SynthesisSynthesisSynthesisSynthesis
(Putting together)
Rational
Logical
Deductive
Solutions
‘Thinking it through’
Single discipline
Causality
Emotional
Intuitive
Inductive
Paradigms, platforms
Rapid prototyping
(thinking through
doing)
Multiple disciplines
Impact
After Banerjee / Stanford d.school

28. Design thinking: ’Attitude’
“[Public] managers operate in a problem
space with no firm basis for judging one
solution as superior to another, and still
they must proceed.”
Boland & Collopy (2004)

29. Design thinking: ’Action’
Reconfiguring the problem space
Citizen-centric
Visualisation
Experimental
Zooming in & out

30. Knowing
Analysing Synthesising
Creating
Citizen-centred
research
Pattern
recognition
Idea generation
LearningChallenging
the problem
Project
scoping
Visualisation Concept
development
Selection
Testing
Prototyping
Framing
Scaling
Identifying insights
Implementing
Mastering the co-creation process

32. Servicerejse
MetodeMetodeMetodeMetode

38. Co-creation
Co-productionProfessionals
produce
Experts
create
Co-creation can enable co-production

39. Value of co-creation
Divergence
More ideas, fasterMore ideas, fasterMore ideas, fasterMore ideas, faster
Impact
CostCostCostCost----efficient solutions that are tested and will workefficient solutions that are tested and will workefficient solutions that are tested and will workefficient solutions that are tested and will work
Execution
’’’’Rehearsing the futureRehearsing the futureRehearsing the futureRehearsing the future’’’’ strengthens implementationstrengthens implementationstrengthens implementationstrengthens implementation

40. 4. Courage
What is the role of public leadership?
CCCCOURAGE
(TO LEAD)
CCCCAPACITY
(POWER TO INNOVATE)
CCCCONSCIOUSNESS
(CREATING A NEW LANGUAGE)
CCCCO-CREATION
(ORCHESTRATING THE PROCESS)

42. What is courage?
“Courage comes from the willingness to ‘die,’
to go forth into an unknown territory that
begins to manifest only after you dare to step
into that void. That is the essence of
leadership.”
C. Otto Scharmer, MIT

43. Four leadership roles
Encouraging
small-scale
experimentation
& learning
Recruiting and
developing a
diversity of
talent
Empowering
staff to reflect on
own practices
KNOWLEDGE
ENGINEER
[Institution head]
Embracing
divergence
Creating
innovation space
Applying
language of
innovation to
problem-solving
360 DEGREE
INNOVATOR
[Mid-level manager]
Extending a
licence to
innovate
Crafting and
implementing
strategies for
innovation
Engaging
managers in a
dialogue about
innovation
THE ENABLER
[Top executive]
Expecting
administrators to
be professional
innovators
Investing in
innovation
capacity
Formulating a
vision that
demands
innovation
THE VISIONARY
[Politician]
Co-creationCapacityConsciousnessCourage

44. www.mind-lab.dk

45. ?