Enhanced descriptions from Syndetics:

In a time of unprecedented turbulence, how can public sector organisations increase their ability to find innovative solutions to society's problems? Leading Public Sector Innovation shows how government agencies can use co-creation to overcome barriers and deliver more value, at lower cost, to citizens and business. Through inspiring global case studies and practical examples, the book addresses the key triggers of public sector innovation. It shares new tools for citizen involvement through design thinking and ethnographic research, and pinpoints the leadership roles needed to drive innovation at all levels of government. Leading Public Sector Innovation is essential reading for public managers and staff, social innovators, business partners, researchers, consultants and others with a stake in the public sector of tomorrow.

Table of contents provided by Syndetics

• Preface (p. viii)
• Introduction (p. 1)
• Highlights from a global movement (p. 4)
• A brief history of public sector innovation (p. 6)
• Co-creating for a better society (p. 8)
• A century of wicked problems (p. 9)
• A double innovation challenge (p. 11)
• Not up to the job yet (p. 15)
• Towards an innovation ecosystem (p. 19)
• 1 The innovation ecosystem (p. 21)
• An ecosystem for public sector innovation (p. 22)
• Consciousness: the innovation landscape (p. 23)
• Capacity: building innovation potential (p. 24)
• Co-creation: designing and learning (p. 27)
• Courage: leading the public sector of tomorrow (p. 29)
• Generating resilience (p. 29)
• Part 1 Consciousness
• 2 Mapping the landscape (p. 33)
• Innovation: from idea to value (p. 34)
• Where does innovation come from? (p. 37)
• What types of innovation are there? (p. 40)
• The value of public sector innovation (p. 44)
• Viewing the landscape (p. 47)
• How to do it (p. 47)
• Part 2 Capacity
• 3 Political context (p. 53)
• Normative context (p. 54)
• Expectations (p. 58)
• Competition (p. 61)
• Risk finance and the innovator's dilemma (p. 64)
• Out of the mental iron cage (p. 66)
• How to do it (p. 67)
• 4 Strategy (p. 71)
• Key strategy concepts (p. 72)
• Why are strategies for innovation important? (p. 74)
• Approach: innovation strategy (p. 75)
• Content: strategic innovation (p. 79)
• Planning innovation? (p. 84)
• How to do it (p. 85)
• 5 Organising for innovation (p. 87)
• The case for innovation collaboration (p. 88)
• Public-public collaboration (p. 90)
• Public-private innovation (p. 93)
• Public-third-sector innovation (p. 96)
• Giving innovation a home (p. 99)
• E-innovation in government (p. 105)
• How to do it (p. 112)
• 6 People and culture (p. 115)
• The future of work (p. 116)
• Employee-driven innovation (p. 118)
• Innovation culture, error and risk (p. 120)
• Diversity as driver of innovation (p. 124)
• Strategic competence development (p. 127)
• Incentives (p. 128)
• How to do it (p. 130)
• Part 3 Co-creation
• 7 Design thinking in government (p. 135)
• Design, innovation and the public sector (p. 136)
• Defining design thinking (p. 138)
• A model of the design thinking process (p. 140)
• Four credos (p. 142)
• Challenges to design in government (p. 146)
• How to do it (p. 148)
• 8 Citizen involvement (p. 151)
• What is the value of citizen involvement? (p. 152)
• About professional empathy (p. 153)
• The three myths of citizen involvement (p. 155)
• Co-creating, co-producing (p. 157)
• Informing about the present state (p. 161)
• Creating a new future (p. 165)
• When citizen involvement meets the design process (p. 170)
• How to do it (p. 171)
• 9 Orchestrating co-creation (p. 173)
• A process for co-creation (p. 173)
• Framing (p. 175)
• Knowing (p. 178)
• Analysing (p. 180)
• Synthesising (p. 186)
• Creating (p. 195)
• Scaling (p. 200)
• Learning (p. 206)
• How to do it (p. 209)
• Measuring to learn (p. 213)
• What you measure... (p. 215)
• Measuring innovation (p. 216)
• Assessing innovation potential (p. 217)
• Learning from the innovation process (p. 219)
• Measuring the value of innovation (p. 221)
• Innovating the bottom lines (p. 231)
• Performance leadership (p. 232)
• Outcome focus as an innovation driver? (p. 233)
• How to do it (p. 234)
• Part 4 Courage
• 11 Four leadership roles (p. 239)
• Between inspiration and execution (p. 241)
• A typology of innovation leadership (p. 243)
• The visionary: the political leader (p. 244)
• The enabler: the top executive (p. 245)
• The 360 degree innovator: the middle manager (p. 248)
• The knowledge engineer: the institution head (p. 251)
• About civil disobedience (p. 252)
• How to do it (p. 253)
• References (p. 257)
• Index (p. 271)