Governing the City State - Chief Minister and Treasury Directorate ...

• radical/discontinuous – where there is [licence] to consider radical innovation. Theauthors propose this is best used where a dramatically different approach is required;• entrepreneur driven – where individual ideas arise and compete at the small scale. Theauthors consider such innovation useful for organisations in a range of circumstances;• recombinant – adapting and adopting ideas from other settings. The paper supportspublic sector organisations being continually open to this model and• user-led – innovation from users of services. The paper argues that this model ofinnovation is important all the time, but that for some problems solutions are bestdeveloped with or by users.Supporting InnovationAccording to the Sunningdale Institute while there is no shortage of good ideas in the publicsector, the challenge is to make something of them in a large scale. 352 During the Reviewofficials reflected these sentiments – elaborating the need for frameworks, senior leadershipsupport, and opportunities to incubate, to test ideas and to improve.Dismantling old regimes, structures and ways of working is extremely difficult – particularlywhere there is a high degree of vertical compartmentalisation. The Review recommendationsoutlined in Chapter 4 should go some way to dismantling old structures and, when combinedwith recommendations outlined in this Chapter, will help establish new ways of working.Innovation will remain marginal as long as:• individuals, agencies, departments and governments do not know where to start;• line managers, senior managers and other leaders appear not to understand innovation;• officials do not have the intellectual and operational space to be creative;• risk is feared; and• the public sector culture doesn’t support innovation.Critical to supporting innovation and making it mainstream is the creation of an infrastructureand culture that cultivates and supports it. Too often creative ideas get lost within teams,agencies and departments. 353The Sunningdale Institute supports a framework for innovation that recognises dimensions ofinnovation – product, process, position and paradigm.352 Sunningdale Institute (2010) p. 1.353 Maddock, S. (2002)Capability, Capacity and Effectiveness: 271