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Innovation & Next Practice Division

Innovation & Next Practice Division. Design Teams Professional Development Workshop February 2008 Diane Joseph. Innovation and Next Practice. 21 st Century- rapid change – diversity Education adaptive and responsive Incremental improvement insufficient

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Innovation & Next Practice Division

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  1. Innovation & Next Practice Division Design Teams Professional Development Workshop February 2008 Diane Joseph

  2. Innovation and Next Practice • 21st Century- rapid change – diversity • Education adaptive and responsive • Incremental improvement insufficient • Innovation and Next Practice system – Practitioner led

  3. Questions confronting contemporary public services Innovation is a priority, so what are its sources to be? How are the insights and imagination of practitioners and users to be employed in a powerful, disciplined way to generate innovation? How blend a relentless drive to spread good practice across systems, whilst enabling the design of the new? 3

  4. Service / Product 3 (e.g. cars) Service / Product 1 (e.g. horses) Service/ Product 2 Innovation and Next Practice

  5. Next practice Future focus Practitioner/user generated Adaptive Context sensitive D&R trials Best practice Current focus academic/policy generated Adoptive Fidelity emphasised R&D pilots The innovation & improvement paradigms

  6. LEGACY (generational) Profound and essential (CO2, pensions) LONG (3-10 years) necessary and radical MEDIUM (1-3 years) efficiency, effectiveness, incremental SHORT (weeks/months) firefighting 4 HORIZONS OF INNOVATION LEADERSHIP

  7. “The most important characteristic of an innovative firm is that it has an explicit system of innovation which pervades the whole organisation, which is visible, known about, generates a stream of new ideas, and is seen as vital to creating new value”John Kao Jamming: The Art and Discipline of Corporate Creativity

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  9. Role of Innovation and Next Practice Division… • Capturing stories • Working with the innovators • Showcasing the best of the best • Encouraging risk-taking • Leading ideas and new thinking

  10. Range of projects include…

  11. Some pertinent points on managing knowledge “Connection, not collection – that is the essence of knowledge management” Tom Stewart “When learning takes place somewhere which doesn’t move elsewhere, that’s not a learning organisation, that’s just a bunch of projects” Saratoga Institute “We use people to find content, we use content to find people” ConnectedLand “People only know what they (don’t) know when they need to know it” Dave Snowden “A single conversation across a table with a wise man is worth a month’s study of books” Confucius “People always know more than they can tell and can tell more than they can write” Dave Snowden

  12. Generations of Knowledge Management

  13. Good KM&L approaches make use of full media richness, both synchronous and asynchronous Low ‘Richness of Media’ High Face – to Face Voice-based Video Text-based Audio conference Newsletter Intranet Webconference E-mail Phone call Videoconference Broadcast Search Virtual collaboration F2FLearning & sharing Communities of Practice Google MSN Project ‘retrospect’ Conference calls Website RSS Newsfeed Content Management Wiki Buddying NetMeeting Notice board Webex Discussion forum Peer-assist E-mail Good practice library Virtual ‘team room’ Coaching & Mentoring Update newsletter Telephone After-Action Review Expertise locator / ‘Yellow Pages’ ‘Show and Tell’ event

  14. Innovation and Next PracticeModel for Victoria • Legitimacy and Authority • Professional Learning • System Relationships • Access to Experts • Capabilities of Lead Practitioners

  15. Innovation and Next PracticeCapabilities • Planning and purpose • Alignment • Engagement • Analysis • Momentum • Connections • Sharing and showcasing • Evidence • Celebration

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