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The Public Sector Innovation Journal

INNOVATION IN THE PUBLIC SECTOR – MAKING IT HAPPEN Description A 2-day workshop to enable participants to identify and address the key success factors, issues, approaches and leadership skills associated with making innovation a core competence. Full workshop programme is provided at pages 2 & 3. Aim/Content The workshop is data driven and interactive with stories, cases, discussions and exercises. Participants will learn how to: Assess organisational readiness and capability for innovation. Strengthen and apply their leadership skills. Contain risks and create opportunities. Select suitable teams and techniques. Steer initiatives; track, report progress and learn. A fortnight before the workshop, participants will be asked to complete an online diagnostic questionnaire relating to their organisation and innovation. Personalised feedback will be provided during the workshop. Facilitator Profiles Two highly experienced international professionals, who have practical experience of working with the public sector, and are skilled facilitators, will deliver the workshops. Résumés and relevant work experience are provided on pages 4 & 5. Who should attend Existing & future leaders, senior managers and change agents from across the Public Sector. Agency and Council Chief Executives ; Chief Executives in the Health & Education Sectors ; Members of the Senior Civil Service and senior staff working on Departmental Reform Programmes. FAST FACTS When: Tuesday 11th Nov & Wed 12th Nov 2003 (9.30 a.m. – 4.00 p.m.) Where: Templeton Hotel Antrim Road Templepatrick Fee: Members £750.00 + VAT Non-Members £900.00 + VAT (numbers are limited and will be allocated on a first-come, first-served basis) To Register: Simply send an email to pauline.pollock@cforc.org and include the title of the event(s) you wish to attend Facilitators: Darryl Bubner Maggie Loughrey LEADERSHIP OF INNOVATION IN THE PUBLIC SECTOR bbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbb WORKSHOP PROGRAM DAY ONE Innovation unmasked The spirit of innovation The process of innovation Innovation untangled - types, dimensions, contexts The danger of confusing innovation and creativity How your work setting affects your view of innovation Links with quality, change and improvement programs Links with knowledge management Why do companies say they don’t manage innovation well Innovation Insight Exercise Is your organisation ready? Assessing readiness for innovation with WAVE™ CEO and executive team attitudes Organisational culture, structure and history Funds and resources Implications for innovation initiatives Are you ready? (Leading and facilitating) Why innovation demands leadership Knowing your leadership strengths and style Making the best use of your strengths and weaknesses Selling ideas and initiatives to stakeholders Page 2 WORKSHOP PROGRAM DAY TWO Simple and not so simple innovation tools Rapid opportunity scanning Customer Insight Ideation, creative thinking and problem solving Promoting, developing and managing suggestions Product and service design tools Designing an innovation initiative Design principles for programs and projects Identifying problems, opportunities and risks Targets and measures Involving employees - who, where, how many? Choosing a “point of departure” and “early wins” Are specialist resources needed? Securing stakeholder support Obtaining top level commitment Finding an owner Setting up a tracking and reporting mechanism Implementing the initiative Noisy and quiet launches Making team works - selecting, “training”, leading and reviewing Using specialist staff Managing expectations Publicizing achievements Page 3 Résumé for Darryl Bubner Darryl Bubner is the Chief Executive of Wave Global Pty Ltd and the designer of the WAVE suite of innovation management metrics, diagnostics and tools. WAVE is used in the private and public sectors in several countries in Europe, the Republic of Korea, Australia and New Zealand. Before establishing Wave Global in 1997, Darryl worked as a consultant in the areas of corporate strategy, survey research, corporate performance measurement and quality. Key assignments have included: In the 1970’s and 1980's Darryl worked in regional economic planning and development, management training and development and as an internal change management consultant in the Department of Human Services, Victoria. He also spent four years at Monash University Business School, where he lectured in management, entrepreneurship and innovation. Darryl has a Bachelor of Arts with majors in Politics and Drama from Finders University a Postgraduate Diploma of Data Collection and Analysis (RMIT University), a Postgraduate Diploma in Human Service Planning (Queensland University) and a Masters of Business Administration (RMIT University). He is a trained and certified quality auditor and has delivered many conferences papers and talks on the subject of innovation and commercialisation. Résumé for Maggie Loughrey Maggie Loughrey a Director of Ecolore Pty Ltd. She specializes in CEO and executive coaching and fast tracking management and leadership development. She concentrates on developing the skills, qualities and emotional intelligence that leaders require and on the “human ecology” that supports high performing teams and projects. Maggie has worked across many industries including financial, retail, transport, construction, power and utilities, education, information technology, health and local, state and federal government. She spent ten years in the human services area of the Victorian Public Service as a program director, corporate strategic planner and regional planner before working as a leadership and organisational development consultant. She has a reputation as an exceptional coach and mentor. Maggie is a qualified as a Master Trainer in Neurolinguistic Programming and accredited in a variety of assessment instruments including MBTI (EIR), FIROB and Benchmarks™ Page 4 WORK EXPERIENCE Darryl Bubner Innovation capability benchmarking of major Australian clients including the Commonwealth Bank, Integral Energy, Honeywell, Centrelink, Queensland Rail, Orica, The Victorian Department of State and Regional Development, Cadbury Schweppes, Telstra and Yarra Valley Water Technology and commercial assessments for the CSIRO ( Commonwealth Scientific and Industrial Research Organisation) Strategy adviser and strategy workshop leader for six years to the Cooperative Research Centre for International Food Manufacturing and Packaging Science. A breakthrough thinking project for Telstra Quality system implementation for Kenworth Trucks and many other companies, including in-house facilitation, training on quality and internal quality auditing and related TQM initiatives Maggie Loughrey Key assignments have included: Professional Development of managers and executives in a variety of organizations including BMW Lifestyle, Bendigo Bank, Macquarie Bank, Pharmacy Guild, Local Government Authorities, ACHE, Regional health authorities, Aboriginal Community Leaders. Conducted organizational change process including management and leadership training, mentoring and coaching of managers for a financial institution. This was subsequently benchmarked as the most profitable centre of the group globally. Retrained key personnel in a major infrastructure organization that resulted in intellectual capital being retained and a “new” focus on the imperatives of privatisation for the 21st Century Group. Project managed a highly competitive market repositioning of a national and international air freight business that required working with key stakeholders and senior management to ensure success. Leadership development for the Lake Condah World Heritage Listing Project. Mentoring and development of the Master of Ceremonies of the Pacific Rim Economic Forum (PACRIM), Hong Kong 1997 and Shanghai 1998.