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Managing knowledge and innovation Gauteng SMS Conference 16-17 March 2006.

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Presentation on theme: "Managing knowledge and innovation Gauteng SMS Conference 16-17 March 2006."— Presentation transcript:

1 Managing knowledge and innovation Gauteng SMS Conference March 2006

2 Managing Knowledge Where is the value within our organisation? –What is it that makes us unique and worthwhile? –How do we differentiate ourselves from similar organisations? –Result: Recognition of role and importance of knowledge Does this change how we define ourselves? –Just how important is knowledge to what we do? –Result: “Knowledge” becomes part of the mission What should we do about it? –Where does knowledge lie within our organisation and which knowledge is valuable? –How can we husband, nurture, develop knowledge within our organisation? –Result: Knowledge Management

3 Elements of Knowledge Management Strategy Tools Culture Committing the Organisation Leadership Recognising the importance of knowledge sharing Valuing those who share knowledge Developing a knowledge sharing culture Managing the knowledge Face-to-Face Facilitation New Approaches to Learning Knowledge Asset Mapping /Portal Groupware Research Communities of Practice

4 Innovation Framework What broader change do we wish to achieve? How do we aim to do this? What are the tools at our disposal to be able to do this? Innovative public services for sustainable growth and development

5 Indicators and research on innovation must …. Deepen our understanding of innovation and its contribution and relationship to improved service delivery Help to promote and support innovation Structure a debate on innovation in public services Contribute in influencing behaviour, policy, and practice Enable changes and developments to be tracked over time

6 What blocks innovation? Lack of confidence Fixed paradigms Rule based culture Bureaucracy

7 Innovation in Public Services Service delivery outcomes Innovation outcomes INSTITUTIONAL CHANGE “enhancing institutional effectiveness” ENVIRONMENTAL FACILITATION “Enabling contextual receptivity to change” Systemic change Use of appropriate technology Participation and process ownership Sustainability Government Priorities Knowledge Management Long-term – years Short- term 2-5 years

8 Other considerations Indicators on innovation needs to recognise the centrality of the knowledge economy Innovations in service delivery within public service departments is dependent to a large extend on the application of products generated by the public service Systems model should underpin innovation indicators –Inputs, activities and outputs

9 Innovation Outcomes Successful demonstration of the value within current service delivery systems Demonstrated value of appropriate technologies at different points of the service delivery value chain Functional examples of integrated and joined-up government Stimulation of systemic change in favour of more effective and efficient service delivery Communities of learning and practice initiated and functional across all target sectors Effective broad-based participation Sustainability (fully institutionalised and self-funding) Principles of equity and empowerment

10 FRAMEWORK INDICATORS The general conditions which set the conditions and opportunities for innovation INNOVATION DYNAMO INDICATORS Dynamic factors within government institutions shaping innovation in the delivery of public services EXTERNAL SUPPORT INDICATORS Research, Information, knowledge management and institutions supporting innovation in the delivery of public services INNOVATION OUTPUTS AND IMPACT INDICATORS Innovations in policy, procurement, internal processes, and service delivery arrangement

11 Innovation at work Government priorities Nature of innovation New idea – contextually determined Improvement (internal focus – institutional) –Incremental innovation- Continuous improvement for existing products and services –Radical innovation – Developing new products and services Benefit (customer focus) –Access –Quality –Cost –Time Replicability Risk manageability Incrementability (build on) Sustainability

12 Conclusion: Changing working culture Include knowledge sharing, management in performance appraisal Include innovative service delivery initiatives in performance appraisal Reward conspicuous knowledge sharers Create spaces for knowledge sharing Reward innovation

13 Thank You Lindani Mthethwa CPSI Tel:


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