The Project on Social Innovation suggests that there are three critical factors for cities looking to encourage innovation in public problem solving: capacity, policy, and culture. We’ve written earlier about this project [links at post]. This post is part of a two-column series that uses examples from relevant literature to explore what it means to create a culture of innovation in government—excerpted in part from a series of papers that we will release in the near future. For more information on this project or to be notified when these papers are published, please contact us at tim_burke at hks.harvard.edu.
Like “entrepreneurship” and “risk capital,” culture is a traditional business concept that has made its way over time into government. The new uses for these terms represent a fusion between business models and public organizational structures that we have seen over the course of a few decades. In the best cases, this blending has led to significant strides in making government and other public interest-serving entities more accessible, transparent, and efficient for employees and the public they serve.
In addition to improved accessibility, transparency, and efficiency, we are increasingly now looking for innovation – or innovative thinking – from our public institutions at every level (federal, state and local). More churn and innovation is needed in how public agencies deliver services and try to solve our toughest public problems.
[Excerpt, click on the link to read the rest of this post, and about the Project on Social Innovation.]
From: Project on Social Innovation — Culture as a Critical Factor in Driving Innovation for the Public Good (Part I) — UPDATE: The link to Part II has now been posted above this post.
By Samuel Kelley and Tim Glynn-Burke
At Creative Sage™, we consult with, coach and mentor clients in the areas of organizational change management, making transitions, facilitating collaboration, and planning open innovation and crowd sourcing programs.
We also love to work with clients on social innovation projects. If you decide your organization needs one, we’ll even help you develop a job description and hire a Chief Culture Officer, Chief Social Innovation Officer, Collaboration Officer, or another relevant position. We can help you find the right candidates, especially those with key multidisciplinary, interdisciplinary or transdisiplinary qualifications.
We coach and mentor work teams, executives and managers in more effectively implementing transition processes, and in assisting employees to become more resilient in adjusting to rapid changes in the workplace. We work with on-site and virtual teams.
Our core capabilities include mentoring, training and coaching, and the design and facilitation of innovation programs, including in the areas of design thinking, arts-based processes, and business model innovation. Please do not hesitate to contact us if you would like to discuss your situation and how we can help your organization move forward to a more innovative and profitable future — and maximize the impact of a good cause!
You can also call us at 1-510-845-5510 in San Francisco / the Silicon Valley. We look forward to talking with you!