LDC Fellowship 2015Leadership for public sector innovation

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About LDC Fellowships (www.ldc.govt.nz)The Leadership Development Centre (LDC) works in partnership with chief executives and the State Services Commissioner to deliver and advise leadership development across the public sector. LDC is co-owned and governed by public sector chief executives, with the State Services Commissioner as the Board Chair.

LDC Fellowships are research or study awards for senior leaders, to develop their own leadership and contribute performance improvements to their agency and the wider public sector. In pursuit of public sector performance improvement, Fellows share their learning with colleagues across the public sector through a range of means including blogs, interactive workshops and papers.

About usSally Washington is Programme Manager of the Policy Project in the Department of the Prime Minister and Cabinet. The project is designed to improve the quality and performance of policy advice across government. She has a long-standing interest in innovation and has published papers on the public sector innovations that followed the Canterbury earthquakes in NZ, and on innovation capability. She has worked in NZ and internationally (at OECD and UN/FAO) on a range of public policy issues (gender equality, government ethics, fisheries governance, policy systems and public management reform).

Lis Cowey is a New Zealand Treasury Principal Advisor on Strategy, Change and Performance. Her role is to work with the Executive Leadership Team and managers to foster improvement and innovation in pursuit of the Treasury’s purpose, to help achieve higher living standards for all New Zealanders. She has worked in public service strategy and reform in New Zealand, Australia and the UK, as a public servant and as a consultant, She recently led establishment of a new human-centred design-focused policy team within the Ministry of Business, Innovation and Employment, and has led advice on public sector functional leadership, and regulatory reform.

New YorkEmbedded

experiences

See the real world application of innovation

and design methods.

LondonInnovation

infrastructure

See how the various innovation capabilities

feed into policy and service design and

delivery.

Darden Business school

Formal study

Design thinking for Innovative Business Problem Solving.

OECDInternational comparisons

Test our thinking against international evidence

and exemplars.

Topic: Leadership for public sector innovation

Fellowship recipients

Sally WashingtonDepartment of the Prime Minister and Cabinet

Lis CoweyMinistry of Business Innovation and Employment

Fellowship programme

Fellowship objectives and method

Learn about leadership for innovation through:• Observing practical examples of innovation practice and

understanding the various innovation methods involved• Discussing leadership for innovation with both those

leading and those experiencing innovation projects• Understanding how innovation projects feed into public

policy design and delivery (the innovation infrastructure)

Research methods:• Formal study• Embedded experiences• Ethnographic research and participant interviews

Fellowship programme

Darden Business school

Formal study 21–24 April

Course on ‘Design thinking for Innovative Business

Problem Solving’

New YorkEmbedded

experiences27 April–1 May

See the real world application of innovation

and design methods, leadership of innovation projects and supporting

design functions.

LondonInnovation

infrastructure 5 –12 May

See how the various innovation capabilities and functions feed into

policy and service design and delivery.

OECDInternational comparisons13–15 May

Test our thinking against international evidence of innovation capability and

exemplars.

Lines of inquiryApplication and impact of methodsHow are others applying innovation methods at the system level to policy and implementation design practice, and how can this improve the quality of both?

What drives success?What in practice are the critical success factors for enabling innovation while retaining stability in the policy-and-operational system?

What does successful leadership look and feel like – from perspective of the leader and the ‘led’? What sort of leadership is required for system-level innovation, what does it look like in day-to-day practice, and what is the 'state of the art' for cultivating this sort of leadership?

Where do innovation leadership capabilities thrive best?Where are innovation leadership capabilities best placed in the system to lead across boundaries? (e.g. embedded? Clustered? Outside?)

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http://www.darden.virginia.edu/

http://thegovlab.org http://izonenyc.orghttp://www.nyc.gov/ceohttp://publicpolicylab.orghttp://www.undp.org/innovation

http://www.innovationunit.orghttp://www.behaviouralinsights.co.ukhttp://www.gov.uk/government/organisations/civil-service-policy-professionhttp://www.openpolicy.blog.gov.uk/http://whatworksgrowth.orgwww.eif.org.ukhttp://www.nesta.org.uk/http://www.instituteforgovernment.org.uk

http://www.oecd.org/gov/public-innovation

http://www.oecd.org/governance/observatory-public-sector-innovation

ProgrammeCharlottesville, Virginia

Executive course: Design thinking for Innovative Business Problem Solving

New York

London

Paris

Discussion with 2 founders of the Department of Education innovation unit (i-zone). Currently undergoing restructuring

Leadership Development Centrewww.ldc.govt.nz