Capital Ideas: How to Generate Innovation in the Public Sector

20 de julho de 2015
 |  Coordenação Sustentação DEIOP
O relatório “Capital Ideas: How to
Generate Innovation in the Public Sector
“, foi publicado em julho/2010 e tem como autores Jitinder Kohli (do Center for American Progress/USA) e Geoff
Mulgan (à época, da The Young Foundation, atualmente no NESTA/UK).
Além de apresentar um conjunto de recomendações para a adoção de práticas inovadoras pelo governo federal norte-americano, o documento também apresenta mais de 20 casos de sucesso internacionais de inovação no setor público.
Outra novidade é a introdução do “Ciclo de Seis Etapas da Inovação Social“, que destaco no diagrama acima apresentado e no texto a seguir transcrito.
“The Six-Stage Cycle of
Social Innovation
Innovation in the private
sector follows a process from invention to wide adoption of new goods
or services. Social innovation follows a similar cycle and there are
six stages from inception to impact.
These stages are not
always sequential — some innovations can jump a stage or two — and
there can be feedback loops between them:
1. Prompts,
inspirations, and diagnoses.
Solutions derive from problems. The
impetuses for social innovation are therefore often social problems:
funding crises, systemic failures, tragedies. These prompts can be
founts of creative inspiration, but must be accurately diagnosed in
order to identify the root causes of particular problems. New
technologies or knowledge can also sometimes act as prompts.
2. Proposals and
Once a problem or a new possibility is understood, social
innovators set about generating ideas for solutions.
3. Prototyping and
This is the testing stage. Whether through controlled
trials or just running an idea up the flagpole and seeing if anyone
salutes, the refining and prototyping process is critical for social
innovation. Ideas are battle-tested, supportive coalitions emerge,
internecine conflicts get smoothed out, and success benchmarks become
4. Sustaining.
Here, the training wheels come off and the road to long-term
viability is paved. That means finding revenue streams, writing
supportive legislation, and assembling the human and technical
resources to put the air beneath the wings of innovation. The idea
often has to become simpler at this stage.
5. Scaling and
The idea takes off here, reaping social economies of
scale through expansion, replication, and diffusion. There is no
profit motive to drive social innovation across the globe like in the
private sector. Social solutions often require government
intervention and public-private partnerships to grow.
6. Systemic change.
This is the end-game of social innovation. An idea, or many ideas in
concert, become so entrenched that they give birth to new modes of
thinking, new architectures, and ultimately entirely new frameworks.”

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