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Innovative disruption to optimize delivery Positioning PUBLIC SECTOR INNOVATION for the 4th Industrial Revolution 11th Annual Public Sector Innovation Conference Eugene Watson 30 August 2017 Single out critical success factors to mainstream
30 August 2017
Positioning PUBLIC SECTOR INNOVATION for the 4th Industrial Revolution 11th Annual Public Sector Innovation Conference Eugene Watson
“Single out critical success factors to mainstream and replicate innovative solutions in the public sector.” –CPSI
Innovation A new method, idea, product, etc. Disruption A disturbance or problems which interrupt an event, activity, or process. Optimized To make the best or most effective use of (a situation or resource). Delivery The supply or provision of something.
“Innovative disruption to
“Interrupting processes to usher in new ways of providing the best services in the best way!”
Medical scheme SMS’s and MMS’ed statements Delivery-point location by SMS Medicine couriering On site real-time service delivery Digitized queue management Policy search facilities Service provider cooperation and integration Complaint unit roll-outs Strategic plans met over 12 years Solid audit outcomes over 12 years
“Businesses that innovate create more efficient work processes and have better productivity and performance.” – Australian Department of Industry, Innovation and Science
Why?
Great and increasing demand for service delivery, in a growing population Poverty and unemployment Drugs, crime and violence Sickness and disease Economic contraction Known service delivery challenges, inadequacies and problems Quality, quantity, impaired access and aging infrastructure Still chasing a supply-demand equilibrium…
“A lot of times, people don't know what they want until you show it to them.” –Steve Jobs
What stands in the way?
Uncertainty “It is better to fear the certainty of failure than to fear possible success” The “power of the past” Budget Policy Process Limited vision, responsibility and conviction Excuses
“"Disruptive innovation requires a new business model but not necessarily a technological breakthrough.” –Clay Christensen, Harvard Business School
Know the lay of the land… Strategy, APP and MTEF positions Policy, laws and regulations Budgets, past and future Carefully identify what needs to be done! Meticulously assess the risks Assess the reputational exposure
Analyse Current practices Demand (new or improved) Supply (costs and quality) Forecast benefits Financial Functional Opportunity Map out the solution Plan Roles Reporting
No vehicle to deliver medical supplies No transport for patients between facilities Overwhelming recruitment responses Security services reduced to guarding Single copy, printed “submissions” Audit findings raised for tender closing’s Unsuccessful tenders
Medical Supplies Not Delivered Lay of the Land
Vehicles, Maintenance, Historic contracts, PFMA, SCM Policies
What needs to be done?
Deliver medicines on time and at the right destination**
Risks
Clinical, financial, litigious and performance risks
Reputational exposure
Service delivery failure
Analyses
Essential service, destinations known, practice centered on ‘possession’, SCM
Benefits
Clinical, financial, PPE, litigation avoidance
Execution
Logistics/freight solution, just like…
“The key is to embrace disruption and change early. Don't react to it decades later. You can't fight innovation.” –Ryan Kavanaugh, Film Financier
If we are to “Single out critical success factors to mainstream and replicate innovative solutions in the public sector”, then we must accept that we need to succeed at delivering services, while addressing the challenges that hinder us and simultaneously raising the bar… Know what must be done Know what is at our disposal Disrupt inadequate and ineffective practices Identify new ways to do it, within less time and with less resources Assess risks candidly and map out a series of actions that end right Do it well, do it now, do not get distracted, do it right!