Innovation in the Irish Public Sector

摘要: Introduction Innovation is a widely used term, but one that seems to give rise ambiguity in public sector context. In part this occurs because there myriad of definitions on innovation applying business models few specifically defined for context and, secondly, the parameters implementing innovation sector context are quite different those operating the private sector. As Mulgan and Albury (2003) suggest, successful innovation ‘the creation implementation new processes, products, services methods delivery which result significant improvements outcomes efficiency, effectiveness or quality’. To achieve this outcome, a number critical factors require be put place, as outlined Chapter six. Research overview This study attempts assess necessary for organisations implementing innovation programmes. The research also identifies the critical steps cultural change needed government departments order to benefit more effectively from, develop, innovation potential. seeks provide useful guide to organisations undertaking innovative initiatives by learning from good practice case studies included study. The major challenge develop culture of innovation, move from ad hoc developing a comprehensive strategy underpinned by funding arrangements, leadership senior management reward managers who lead by example, drive support staff when they encounter project success failure. The development system innovators should percolate specifically through PMDS system. need for has been given further impetus proposed linkage Performance Related Pay (PRP). The roll-out decentralisation programme further developments human resource management, financial management knowledge areaswill shape agenda service over coming years. Key action learning points Based on evidence case-study organisations reviewed study, range points emerge relative innovation. These points can act as with which specific organisational initiatives: 1. Innovation needs driven senior management and supported times and failure. 2. A feasibility projects should be undertaken at outset ensure core-funding. A consultation stakeholders also be conducted effective implementation. 3. Encouragement schemes or exceptional performance awards all levels will engender an culture organisation. 4. Further encourage and change linking it PRP promotional opportunities, ensuring line identify staff in their sections future promotions, moreover, provide additional annual increments exemplars of innovation. 5. Develop comprehensive, rather than ad-hoc approach across through a systemic Practitioners’ Forum innovators, change managers, developing implementing innovative sector. Confidentiality paramount development the Forum, safe environment practitioners to discuss successes failures of innovative initiatives. suggestion a Practitioners’ originated Revenue Commissioners was organisations interviewed. Key informants suggest forum should be outside funding bodies departments be more practical exchange information and knowledge-sharing policy think-tank. 6. Establish indicators to meaningfully compare public sector. Existing service do not provide sound basis comparison extent of innovation undertaken organisations, nor they meaningfully true one organisation another. There need an assessment mechanism would aim measure the sector. It would classify apportion weighting scale accrual of efficiencies could then central departments when evaluating proposals submitted to them. 7. Structural obstacles should not underestimated. Development supportive entrepreneurial culture, where successful rewarded management supports individuals failure, will enable lessons learned without take risks being undermined. Perhaps risk neutral attitude should apply the public as opposed prevailing situation a risk averse attitude? 8. important acknowledge costly. It necessary allow teams pull back extent from activities ‘coal-face’ time and space new projects. Dependent upon the organisation, occurs organically within use cross-functional teams, work flexibilities, various incentives. some small full-time organisational works with different parts organisation examine issues of concern objective way opportunities for innovation. 9. Similarly, invest resources regular technology scans keep abreast technological developments opportunities the organisation. Concluding remarks This sought enhance understanding relation to provide lessons implemented date Irish public ‘What we now entrepreneurial imperative. end itself if want to survive. It’s not sufficient any see as a means end. built into everything do’ (Professor Klaus Schwab, Founder executive chairman of World Economic cited Marc Coleman’s article Irish Times, Friday, May 12th, 2006). The challenge an innovation comprehensive innovation strategy, supportive to develop ‘enterprising leaders’ modern sector rather 'loose cannon-balls’.