Nurturing a culture of innovation in government
The importance of innovation for ongoing organisational and business improvement is well understood, but embedding it as part of a government’s cultural DNA has its own unique challenges.
One of these challenges is in measuring the effectiveness of an innovation program. For most organisations, profit is an easily established metric. For many government departments and not-for-profit organisations, metrics are often not so visible or easy to quantify.
Another challenge is the difficulty in implementing a ‘stick and carrot’ approach as many people see a job in government as a job for life.
The following approaches could help governments overcome these barriers and successfully embed and nurture a thriving innovation culture throughout the organisation.
Understand what ‘innovation’ really means
Innovation should be defined in simple terms so it can be easily understood and embraced by everyone in the organisation. One definition that has been widely adopted is, ‘change that adds value’.
There’s very little in the world that can’t be improved in some way or rendered obsolete by the march of technology. Australia’s motor vehicle registration stickers, for example, have been replaced with number plate recognition cameras, rapid wireless communications and access to reliable databases.
Initiative must come from the top
A major bank in Singapore links bonuses to key performance index scores for its business unit leaders. The expectation is that 10 per cent of revenue from each successive year should come from product innovation. In government, this should be no different; the message must be driven from the top.
Do you need an innovation department?
Many large organisations create internal innovation departments with metrics that require staff to deliver and quantify outcomes, and to demonstrate a real cost benefit. Governments should also be doing this, but not without first developing proper metrics to measure innovation performance as a positive for the organisation, rather than risk it becoming a costly burde