Supporting social innovation Social innovation for
Description: Supporting social innovation Social innovation for a better world in our time Fondazione Mondo Digitale Rome, October 2009 DAVID ALBURY Co-Chair, The Innovation Unit davidalburybtinternet.com Why social innovation? Supporting social
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slide1. Supporting social innovation Social innovation for a better world in our time
Fondazione Mondo Digitale
Rome, October 2009
DAVID ALBURY
Co-Chair, The Innovation Unit<br>
slide2. davidalbury@btinternet.com Why social innovation? Supporting social innovators Creating the conditions for social innovation<br>
slide3. A perfect storm … davidalbury@btinternet.com<br>
slide4. … in education davidalbury@btinternet.com<br>
slide5. … and in health davidalbury@btinternet.com<br>
slide6. Not just incremental improvement Exhaustion of traditional public services
Limitations of ‘top-down’, ‘command-and-control’
Need not just ‘best practice’, but ‘next practice’
Radical innovation: but where from? davidalbury@btinternet.com<br>
slide7. Sources of radical innovation Rarely from inside current system
too vested and invested in existing processes and practices, existing mindsets and methods
Sometimes from edge and margins …
… but more frequently from social innovators and social entrepreneurs: start-ups davidalbury@btinternet.com<br>
slide8. davidalbury@btinternet.com Supporting social innovators Why social innovation Creating the conditions for social innovation<br>
slide9. Three diamond innovation support davidalbury@btinternet.com STIMULATING INCUBATING ACCELERATING<br>
slide10. Stimulating social innovation davidalbury@btinternet.com Analyse need and identify real problem Scan horizons: other sectors and countries Seek innovators, engage ‘users’ Generate creative options STIMULATING Ideas for ‘next practice’ field trials,
potential radical innovations<br>
slide11. Incubating social innovation davidalbury@btinternet.com INCUBATING Prototype, test and trial Model and simulate Manage and lead change Develop business case, secure finance Models of ‘next practice’, of radical innovation, in action<br>
slide12. Accelerating social innovation davidalbury@btinternet.com Cultivate communities of practice Social networking and viral marketing Synthesise evaluation and research Enrol national agencies ACCELERATING<br>
slide13. Two examples davidalbury@btinternet.com Communities of learning Excluded young people with schools and groups of schools, communities and the Training and Development Agency with third sector organisations, commissioners of services and social investors<br>
slide14. Technology and social innovation davidalbury@btinternet.com Technology as driver of social innovation
eg need for new skills, new learning Technology as enabler of social innovation
eg more informed and expert patients Technology as connector of social innovators
eg networks and exchanges<br>
slide15. davidalbury@btinternet.com Creating the conditions for social innovation Why social innovation? Supporting social innovators Lessons for policy-makers<br>
slide16. Creating the conditions davidalbury@btinternet.com<br>
slide17. Passionate about outcomes: ambitious, clear and simple goals and aspirations ….
…. and relaxed about how to achieve them
Focuses majority of innovation effort on small number of challenges and priorities
Encourages and celebrates disciplined innovation and experimentation, informed and managed risk-taking
Externally oriented: towards users, frontline staff, other sectors, other countries davidalbury@btinternet.com CULTURE
and
LEADERSHIP<br>
slide18. Investment funds and venture capital to create possibilities, incubate promising ideas, support start-ups
Support is not just finance, but wrapping round innovators necessary skills and expertise for disciplined innovation
Financial and reputational rewards for organisations, teams and individuals who innovate, and adopt innovations, successfully
Granular, timely outcome and performance information davidalbury@btinternet.com<br>
slide19. High performing, innovative sectors have common characteristics:
small number of large, dominant players (oligopolised core)
wide periphery of niche providers, specialist suppliers and innovative start-ups
much innovation comes from periphery, but large players take to scale
Openness to:
new providers
new models
ideas and individuals
from other sectors,
other countries davidalbury@btinternet.com SHAPE
and
OPENNESS
(supply) Extensive networking and high mobility of staff between organisations<br>
slide20. Beyond surveys and user groups, deeply engage users in the innovation process
User-driven innovation, citizens as co-designers and co-producers
Models of ‘open’ innovation (think Linux or e-bay) blur boundaries of consumers/producers
New practices often require action/behaviour change by, new relationships with, citizens and users davidalbury@btinternet.com CITIZEN AND USER ENGAGEMENT<br>
slide21. DAVID ALBURY
Independent policy and organisational consultant
davidalbury@btinternet.com
+44 (0) 7976 205970
Co-Chair, The Innovation Unit Ltd
Expert Adviser, Capgemini
Demos Associate
Visiting Professor in Innovation Studies, King’s College London
Member, Department for Business, Innovation and Skills, Public Sector Steering Group 21 davidalbury@btinternet.com<br>
Fondazione Mondo Digitale
Rome, October 2009
DAVID ALBURY
Co-Chair, The Innovation Unit<br>
slide2. davidalbury@btinternet.com Why social innovation? Supporting social innovators Creating the conditions for social innovation<br>
slide3. A perfect storm … davidalbury@btinternet.com<br>
slide4. … in education davidalbury@btinternet.com<br>
slide5. … and in health davidalbury@btinternet.com<br>
slide6. Not just incremental improvement Exhaustion of traditional public services
Limitations of ‘top-down’, ‘command-and-control’
Need not just ‘best practice’, but ‘next practice’
Radical innovation: but where from? davidalbury@btinternet.com<br>
slide7. Sources of radical innovation Rarely from inside current system
too vested and invested in existing processes and practices, existing mindsets and methods
Sometimes from edge and margins …
… but more frequently from social innovators and social entrepreneurs: start-ups davidalbury@btinternet.com<br>
slide8. davidalbury@btinternet.com Supporting social innovators Why social innovation Creating the conditions for social innovation<br>
slide9. Three diamond innovation support davidalbury@btinternet.com STIMULATING INCUBATING ACCELERATING<br>
slide10. Stimulating social innovation davidalbury@btinternet.com Analyse need and identify real problem Scan horizons: other sectors and countries Seek innovators, engage ‘users’ Generate creative options STIMULATING Ideas for ‘next practice’ field trials,
potential radical innovations<br>
slide11. Incubating social innovation davidalbury@btinternet.com INCUBATING Prototype, test and trial Model and simulate Manage and lead change Develop business case, secure finance Models of ‘next practice’, of radical innovation, in action<br>
slide12. Accelerating social innovation davidalbury@btinternet.com Cultivate communities of practice Social networking and viral marketing Synthesise evaluation and research Enrol national agencies ACCELERATING<br>
slide13. Two examples davidalbury@btinternet.com Communities of learning Excluded young people with schools and groups of schools, communities and the Training and Development Agency with third sector organisations, commissioners of services and social investors<br>
slide14. Technology and social innovation davidalbury@btinternet.com Technology as driver of social innovation
eg need for new skills, new learning Technology as enabler of social innovation
eg more informed and expert patients Technology as connector of social innovators
eg networks and exchanges<br>
slide15. davidalbury@btinternet.com Creating the conditions for social innovation Why social innovation? Supporting social innovators Lessons for policy-makers<br>
slide16. Creating the conditions davidalbury@btinternet.com<br>
slide17. Passionate about outcomes: ambitious, clear and simple goals and aspirations ….
…. and relaxed about how to achieve them
Focuses majority of innovation effort on small number of challenges and priorities
Encourages and celebrates disciplined innovation and experimentation, informed and managed risk-taking
Externally oriented: towards users, frontline staff, other sectors, other countries davidalbury@btinternet.com CULTURE
and
LEADERSHIP<br>
slide18. Investment funds and venture capital to create possibilities, incubate promising ideas, support start-ups
Support is not just finance, but wrapping round innovators necessary skills and expertise for disciplined innovation
Financial and reputational rewards for organisations, teams and individuals who innovate, and adopt innovations, successfully
Granular, timely outcome and performance information davidalbury@btinternet.com<br>
slide19. High performing, innovative sectors have common characteristics:
small number of large, dominant players (oligopolised core)
wide periphery of niche providers, specialist suppliers and innovative start-ups
much innovation comes from periphery, but large players take to scale
Openness to:
new providers
new models
ideas and individuals
from other sectors,
other countries davidalbury@btinternet.com SHAPE
and
OPENNESS
(supply) Extensive networking and high mobility of staff between organisations<br>
slide20. Beyond surveys and user groups, deeply engage users in the innovation process
User-driven innovation, citizens as co-designers and co-producers
Models of ‘open’ innovation (think Linux or e-bay) blur boundaries of consumers/producers
New practices often require action/behaviour change by, new relationships with, citizens and users davidalbury@btinternet.com CITIZEN AND USER ENGAGEMENT<br>
slide21. DAVID ALBURY
Independent policy and organisational consultant
davidalbury@btinternet.com
+44 (0) 7976 205970
Co-Chair, The Innovation Unit Ltd
Expert Adviser, Capgemini
Demos Associate
Visiting Professor in Innovation Studies, King’s College London
Member, Department for Business, Innovation and Skills, Public Sector Steering Group 21 davidalbury@btinternet.com<br>