Innovation & organisational transformation through enterprise

1. Innovation & organisational transformation through enterprise Professor David Rae Director of Enterprise & Innovation Lincoln Business School

2. What we mean… • Innovation: doing new things, in new ways Applying solutions to defined needs • Enterprise: the skills of applying creativity to create & fulfil opportunities • Transforming organisations: redefining expectations & experiences of users, providers, regulators & funders

3. The new era • We are in a new economic era: • 20th century economic economy is broken • Increasing demand for public services: demographics & economic change • Rising user expectations of quality & personalisation • Reducing UK public spending & debt will affect jobs, public sector demand, & communities • Anticipate 20-30% reductions in public spending • Rising costs – energy, stealth taxes, inflation • Increasing environmental, ethical & social influences • Power of new ideas & technologies to stimulate innovation & regeneration • Enterprise & business innovation are vital for economic & social regeneration

4. Applications of service innovation & design • Health & social care • Local government & services • Young people’s services • Community transport • All levels of education • Professional services & administration • Social enterprise & 3rd sector organisations • Potentially, any public service….

5. Examples…. • Social Innovation Lab for Kent (SILK) provides a creative environment for staff to work together on the toughest challenges by drawing upon best practice from business, design and social science • Use person-centred approaches to inform strategic policy making • Build capacity to work in a person-centred way • Connect people and build networks • http://socialinnovation.typepad.com/silk/2009/09/silk-video.html

6. How to undertake service design – some principles Create visual & sensory models of users experiences: Colour, shape, flow, story Encourage people to act creatively Set clear objectives, define end goals cost factors & constraints Attend to details: Small things matter Engage service users collaboratively, Really understand their needs, Follow their journeys Use capable designers who understand Experiment, pilot, prototype Review & learn from what works Where is value created? Where are costs incurred? Who does the work? Use technology sensibly Be minimalist: Take away what is not needed Conserve scarce resources

7. Follow the flow:The BUPA service journey DEMOS 2006:20

8. Understanding user needs • How are you segmenting your users? How do you combine data use to create insights? • Who is responsible for ‘user intelligence’? Do management of your organisation talk to them? • Are you genuinely looking at your services from the vantage point of the user interface? • Can you map all the touchpoints of your service? Do you know how people feel about these touchpoints? • How do the different channels of online, phone and face to face interact for different kinds of service users? • How are you ‘designing in’ deliberation, dialogue and opportunities for co-creation to the touchpoints and channels of delivery? DEMOS 2006:21

9. Big organisation cultures can enable or disable creativity & enterprise (Gibb 2002)

10. Time to reflect…. • Is there commitment to change? • Or a need to generate commitment? • What are the alternatives? • Evidence of measurable benefits & cost savings? • How best to engage providers & users? • Where & who has expertise & experience? • How can learning be shared? • Is there potential for a shared-use facility: ‘Lincolnshire service design studio’?