At the level of whole cities and regions, public service innovation necessarily happens with the public, in public. This brings challenges, but has transformative potential. We design and facilitate change processes that build coalitions for change, create shared purpose and make systems work better for everyone. We seek to convert potentially controversial policy problems into projects of collaborative innovation. This consists of the following activities:
Re-imagining what relationships with citizens might look like, through deep engagement with citizens whenever and wherever possible, will be crucial to success.
System leadership and governance
Transformation requires strong leadership partnerships, but these are draining. Governance that supports the right behaviours can sustain change projects through tough moments.
Successful system transformation is owned not only by its leaders but by the people and organisations that are affected by it. Defining a compelling collective vision is critical to generating this ownership.
System leaders elevate learning, connecting it to system goals. This enables leadership to be a learning conversation rather than trench warfare, and supports those within the system to make change.
The management of change across complex, multi-layered systems can be extremely challenging. Making sense of this complexity requires a deep understanding of the mechanics of change.
Case for change
Often innovators have an attractive future vision, but fail to convince people that the status quo is unsustainable. But if ‘no change’ remains an option, there will likely be no change.
Radically different systems are impossible to achieve if the same people are asked to do the same things. Too often, strategies and practices are altered, but roles are left unchanged.
Metrics and measures
Without changing the outcomes that a system is working towards, real change is very difficult. And by its very nature, qualitative change demands new metrics.