"There is danger that government departments are constrained by what they do. Sometimes you need to have a near-death experience to get innovation on course. The public sector is facing enormous cuts. That is a golden opportunity for innovation and collaboration." James Gardner
Systems audit: develop and implement an innovation audit of systems such as HR and finance, commissioning and procurement, IT systems and estates and building management and other systemic controls, to assess where traditional practices might be adjusted to create more space for innovation.
Strategic leadership: ensure that the right kind of innovation and the right kind of support systems are in place and that leaders create the space, rewards and recognition for developing and adopting ideas. This is critical if we are to develop successful innovative approaches, which allow us to succeed in our aims.
Education: to support, and develop a more subtle and sophisticated understanding of what innovation is and how it can be supported. Coming up with imaginative ideas alone is not enough. The challenge is to identify how to make innovation practical and accessible; ensuring that they are spread, and adapted and adopted by others.
Creating the right environment: making opportunities for platform innovations from which other innovations may spring. This means being continually open to new ideas from both inside and outside the organisation, and making the most of networks, scouts, intermediaries and brokers to nurture and spread innovation.
Engagement: where possible, innovations should be co-produced with frontline workers and citizens.
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