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Managing knowledge and innovation

Managing knowledge and innovation. Gauteng SMS Conference 16-17 March 2006. Managing Knowledge. Where is the value within our organisation? What is it that makes us unique and worthwhile? How do we differentiate ourselves from similar organisations?

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Managing knowledge and innovation

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  1. Managing knowledge and innovation Gauteng SMS Conference 16-17 March 2006

  2. Managing Knowledge • Where is the value within our organisation? • What is it that makes us unique and worthwhile? • How do we differentiate ourselves from similar organisations? • Result: Recognition of role and importance of knowledge • Does this change how we define ourselves? • Just how important is knowledge to what we do? • Result: “Knowledge” becomes part of the mission • What should we do about it? • Where does knowledge lie within our organisation and which knowledge is valuable? • How can we husband, nurture, develop knowledge within our organisation? • Result: Knowledge Management

  3. Elements of Knowledge Management Committing the Organisation Leadership Strategy Tools Culture Email/Portal Groupware Research Communities of Practice Face-to-Face Facilitation New Approaches to Learning Knowledge Asset Mapping Recognising the importance of knowledge sharing Valuing those who share knowledge Developing a knowledge sharing culture Managing the knowledge

  4. Innovation Framework • What broader change do we wish to achieve? • How do we aim to do this? • What are the tools at our disposal to be able to do this? • Innovative public services for sustainable growth and development

  5. Indicators and research on innovation must …. • Deepen our understanding of innovation and its contribution and relationship to improved service delivery • Help to promote and support innovation • Structure a debate on innovation in public services • Contribute in influencing behaviour, policy, and practice • Enable changes and developments to be tracked over time

  6. What blocks innovation? • Lack of confidence • Fixed paradigms • Rule based culture • Bureaucracy

  7. Innovation in Public Services Long-term – 10-15 years Service delivery outcomes Government Priorities Short-term 2-5 years Knowledge Management Innovation outcomes INSTITUTIONAL CHANGE “enhancing institutional effectiveness” ENVIRONMENTAL FACILITATION “Enabling contextual receptivity to change” • Participation and process ownership • Sustainability • Systemic change • Use of appropriate technology

  8. Other considerations • Indicators on innovation needs to recognise the centrality of the knowledge economy • Innovations in service delivery within public service departments is dependent to a large extend on the application of products generated by the public service • Systems model should underpin innovation indicators • Inputs, activities and outputs

  9. Innovation Outcomes • Successful demonstration of the value within current service delivery systems • Demonstrated value of appropriate technologies at different points of the service delivery value chain • Functional examples of integrated and joined-up government • Stimulation of systemic change in favour of more effective and efficient service delivery • Communities of learning and practice initiated and functional across all target sectors • Effective broad-based participation • Sustainability (fully institutionalised and self-funding) • Principles of equity and empowerment

  10. FRAMEWORK INDICATORS The general conditions which set the conditions and opportunities for innovation INNOVATION DYNAMO INDICATORS Dynamic factors within government institutions shaping innovation in the delivery of public services INNOVATION OUTPUTS AND IMPACT INDICATORS Innovations in policy, procurement, internal processes, and service delivery arrangement EXTERNAL SUPPORT INDICATORS Research, Information, knowledge management and institutions supporting innovation in the delivery of public services

  11. Innovation at work • Government priorities • Nature of innovation • New idea – contextually determined • Improvement (internal focus – institutional) • Incremental innovation- Continuous improvement for existing products and services • Radical innovation – Developing new products and services • Benefit (customer focus) • Access • Quality • Cost • Time • Replicability • Risk manageability • Incrementability (build on) • Sustainability

  12. Conclusion: Changing working culture • Include knowledge sharing, management in performance appraisal • Include innovative service delivery initiatives in performance appraisal • Reward conspicuous knowledge sharers • Create spaces for knowledge sharing • Reward innovation

  13. Thank You Lindani Mthethwa CPSI Tel: 012 672 2867 Lindani.mthethwa@sita.co.za www.cpsi.co.za

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