Design-led Innovation in the Singapore Public Service

Transcription

1 Design-led Innovation in the Singapore Public Service Alexander Lau, Diana Yusoff, Sheriza Faisal The Human Experience Lab (THE Lab) PS21 Office, Public Service Division Prime Minister s Office, Singapore Copyright The Human Experience Lab, Public Service Division.

2 Introduction Introduction 1 2 3

3 The Human Experience Lab, Public Service Division Introduction 1 2 3

4 We are passionate about UNCOVERING HUMAN STORIES behind the challenges we face in the public sector Our mission is to help public agencies INJECT HUMAN-CENTRICITY into designing public policies and services Introduction 1 2 3

5 We facilitate inter-agency as well as government-citizen COLLABORATION and CO-CREATION We encourage and nurture experimentation to build an INNOVATIVE and RESPONSIVE Public Service Introduction 1 2 3

6 About this workshop: This is NOT a lecture We are here to share our process, and give you a hands-on experience on design-led innovation in the Singapore Public Service It may be messy at times, but please withhold judgment, go with the flow and everything will be clear at the end Ask questions at anytime Participate, have fun and ENJOY! Introduction 1 2 3

7 There will be 3 parts: 1. Why do we need Design-led Innovation in the Singapore Public Service 2. How do apply Design-led Innovation in the Singapore Public Service 3. What do we do to build this capability and scale across the Singapore Public Service Introduction 1 2 3

8 2. Why 1. Why 2 3

9 Why innovate? 1. Why 2 3

10 Providing high quality, timely and relevant services for our citizens 1. Why 2 3

11 Being efficient and effective in the use of resources 1. Why 2 3

12 Building strong relationships and trust with and among our citizens 1. Why 2 3

13 Why Design-led Innovation or Design Thinking? 1. Why 2 3

14 QUICK CHECK 1. Why 2 3

15 Who is involved in the design, formulation or review of policies or government services? 1. Why 2 3

16 When we design, formulate or review policies or government services, are we rational, impartial and clear-headed, with the best interests of our citizens in mind? 1. Why 2 3

17 As long as we build the world around us assuming that people have limitless cognitive capacity and no emotions to interfere with our decisions, we will fail, and we will fail often and on larger scales Dan Ariely Professor of Psychology and Behavioral Economics at Duke University 1. Why 2 3

18 Why does THE Lab exist? 1. Why 2 3

19 Citizens desire for participation 1. Why 2 3

20 Vocal Citizenry 1. Why 2 3

21 Not In My Backyard Syndrome (Nimbyism) 1. Why 2 3

22 Poorly Designed Services 2015 THE Lab, Public Service Division. Confidential 1. Why 2 3

23 Alive - AVA Dead - NEA Agency Silos LTA NParks PUB 1. Why 2 3

24 We have to understand the needs and aspirations of our Citizens better 1. Why 2 3

25 We cannot solve our problems with the same thinking we used when we created them. Albert Einstein 1. Why 2 3

26 Design-led Innovation or Design Thinking applies tools and processes used by designers to help us overcome these common biases and challenge our assumptions 1. Why 2 3

27 So, what is Design Thinking? 1. Why 2 3

28 Design Thinking is a human-centred approach - involving both mindset and processes - to value creation or problem solving 1. Why 2 3

29 The design mindset is like exploring a new frontier you are going to a place where no one else have gone before 1. Why 2 3

30 2. How 2. How 3

31 3 Key Mindsets: 1. Empathise with all stakeholders 2. Collaborate for holistic outcomes 3. Experiment to try ideas and test assumptions 2. How 3

32 Our Process 1. Understand the broad context 2. Gain empathy for stakeholder s real needs 3. Experiment with diverse ideas 4. Strategise the rollout 2. How 3

33 empathise 2. How 3

34 Ministry of Education Upgrading for Operations Support Officers 2. How 3

35 A day in the life of OSO Kin Mun A day in the life of OSO Della 2. How 3

36 Ministry of Health Pioneer Generation Package Lanyard 2. How 3

37 2. How 3

38 Lanyard? Wear in front? No, thanks! Wearing it is like having a sign I ve got Alzheimer's 2. How 3

39 collaborate 2. How 3

40 Singapore Land Authority Channel Migration for Land Occupancy Permit Services 2. How 3

41 Observe how customers use the portal 2. How 3

42 Interview customers to learn about their pain points 2. How 3

43 Bringing customers insights and relevant internal departments insights together to identify opportunities 2. How 3

44 experiment 2. How 3

45 People s Association Our Tampines Hub Service Centre 2. How 3

46 Field research PA, WDA, MSF, SportsSG & HDB 2. How 3

47 Floor Plan of Our Tampines Hub 2. How 3

48 Uncovering the assumptions with each step Intended Customer s Journey I walk into TTH Entrance Do I know what services are available? SA diagnose my query and issue me a ticket SA approaches me SA diagnose my query directs me to e-kiosk Service Ambassador Will SA be able to diagnose? Will SA be available? I go to the waiting area Waiting Area What do I do? How long do I wait? Where do I wait? referred to other agency referred to other agency I go to an unoccupied e-kiosk Roving SA to assist when required Tier 1 What if I get stuck while using the kiosk? My number is called and I go to the room My number is called and I go to the counter Transaction completed Tier 2 Tier 3 Where do I go? How do I feel when I am being served? What if I have other queries? Do I queue all over again? 2. How 3

49 Video: Our Tampines Hub 2. How 3

50 3. What 3. What

51 What does THE Lab do? 3. What

52 Project management (OJT) Seminars Conferences Workshops Consulting International Networking Community of Practice Training Courses ½-day Introductory Workshop 3-day Foundation Course 13-day Practitioner Programme Innovation Coaching on Agency Projects Makeathons for engagement 3. What

53 Video: PSC Makeathon 2. How 3

54 4. Conclusion Conclusion

55 Insights Platform Meta Micro Macro Personal Products/ Services for the Individual Relational Interactions/ Relationships between people or groups to deliver the Micro solutions Organisational Systems, networks or organisational processes that need to be in place to enable the Macro solutions Conclusion

56 Micro - The individual s interaction with the car Conclusion

57 Macro - The interaction with other cars on the road Conclusion

58 Meta - The interaction with the larger road network Conclusion

59 Innovation Desirable Feasible Viable Conclusion

60 Desirable (Citizencentricity) Public Service Innovation Feasible (Agency Capability) Viable (National Objectives) Conclusion

61 How do you create a culture of innovation? Conclusion

62 Levels of Innovation Incremental Radical Culture WOG espouse innovative culture, with clear governance structures to support Community Agencies embrace innovative mindset and provide Capability nurturing Officers learn about design tools and mindsets Developmental phases for Whole-of-Government and nurture collaboration. Agencies are capable and environment for experimentation forthcoming in convening to deal with complex interagency issues. Individual Organisational National Conclusion

63 Success Factors For innovation projects to have any chance of success, CHANGE MANAGEMENT and people-centric ENGAGEMENT are critical EVERYONE involved in the project idea, from a Frontline staff all the way to the top Leaders, must be engaged to ensure buy-in, support and sponsorship Develop a GOVERNANCE structure to map out stakeholder responsibilities, accountabilities, timelines and deliverables Design competencies are gained through hands-on experience by the OFFICERS, not via consultants or courses Conclusion

64 Tips for Managing Innovation Start with the right mindset empathetic, collaborative, experimental Be comfortable with ambiguity Assemble a small but diverse team with similar goals and mindset Start on small projects (preferably non mission-critical) Document, Measure, Evaluate create case studies, feel good stories Share and celebrate quick wins as well as failures Build governance structure to house these capabilities Just do it Conclusion

65 Questions? Comments? Conclusion

66 Thank you Copyright The Human Experience Lab, Public Service Division.