insights from the 2015 public sector summit at harvard

Leadership from

Invention to Impact Highlights and Insights from the 2015 Public Sector

for the Future Summit at Harvard University

Copyright © 2016 Accenture All rights reserved. 2

Every organization and system in the world produces

exactly the results it is designed to produce—and

government is no exception.

To achieve different results, public service organizations

need different designs. In this digital era, opportunities

for innovative designs have never been greater.

This year’s Public Sector for the Future Summit again used

the Uptake and Edge Matrix to examine innovations:

• Innovations and business models on the “Uptake” are

proven effective but require robust leadership to

implement.

• Those on the “Edge” are still emerging yet are poised to

deliver a significant increase in public value.

Summit highlights and insights


Peter Hutchinson Managing Director,

Accenture Public Services Strategy

Summit highlights and insights (continued)

“The distance between what our society expects and what our

governments are able to deliver is widening—and that creates a

legitimacy gap.”

Please advance to next slide to launch video



Share and share alike:

“Access is actually equal to or greater than ownership”

Industry innovators have shown how digital technology

makes it easier to uncover unused capacity—and put it to

work for operational, financial and environmental benefit.

Summit attendees discussed “Edge” innovations around

collaborative consumption: renting rather than owning

buildings, equipment and vehicles and gaining as-needed

access to IT and human resources.



Anita Roth Head of Policy Research, Airbnb

“There’s a shift in mentality that access is actually equal

to or greater than ownership. There are a lot of benefits

you get with access and responsibilities that you don’t

have to take on if you don’t have ownership.”

Share and share alike (continued)

Emily Castor Director of Transportation Policy, Lyft

“Looking at flexible services, like Lyft, can be a very cost-effective way

for government to leverage the private sector to help achieve some

objectives that it already has and, in doing so, to help do things like

reducing greenhouse gas emissions or improving air quality, [as well

as] reducing parking congestion and traffic congestion in cities.”



How can government leverage an explosion of data to

make better decisions and provide better services?

Building on years of foundational efforts, Washington

Governor Jay Inslee has launched

Results Washington—a performance and results

management initiative crossing 53 state agencies, boards

and commissions.

Evidence-based government:

Moving from anecdotes to metrics

World-class education

Prosperous economy

Sustainable energy and a clean environment

Healthy and safe communities

Efficient, effective and accountable

government

The program’s

five core goals: 1

2

3

4

5

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Evidence-based government (continued)

Results Washington

director Wendy

Korthuis-Smith

presented at the Summit,

sharing Washington’s

experiences with

enterprise-level

performance analytics

and management.




Sunstein’s latest research has uncovered overwhelming American

support for a wide range of nudges—from a “traffic light” system for

labeling foods to graphic advertising aimed at reducing childhood

obesity—with agreement across partisan lines. The research points

to compelling opportunities for government to use nudges as they

drive “Uptake” and “Edge” innovations and business models.

Evidence-based government (continued)

“A nudge is like a GPS…It’s an intervention that maintains liberty but also

influences people in good directions. Warnings, reminders, information,

uses of social rules and default rules are all nudges.”

Keynote speaker

Cass Sunstein The Robert Walmsley Professor University Professor and

founder/director of the Program on Behavioral Economics and

Public Policy at Harvard Law School



When David Bray became CIO, the

Federal Communications

Commission (FCC) had 200+

different IT systems, with many that

were aging and expensive to

maintain. The FCC was also relying

on extensive paper-based

processes.

By embracing a cloud-based

approach, the FCC could become

more agile, more resilient and more

efficient.

Leading through change

To overcome resistance to change, Bray employed

a number of approaches that other public service

leaders can use within their organizations:

Communicate—

inside and out

Acknowledge

the past

Enlist internal

entrepreneurs

Empower

people


David Bray shared

his insights about how

cross-boundary

partnerships can help

design a more citizen-

centric government.

Moving to citizen-centric business models




For attendees, the Public Sector for the Future Summit delivered important validation that

governments at all levels are facing many of the same challenges. It also showed how public

service organizations can improve outcomes by embracing innovations—sharing instead of

owning assets, incorporating data analytics into day-to-day operations and infusing public

entrepreneurship into their cultures.

“Leadership starts with self,” wrote one Summit attendee. “Don’t wait

for others… Address both sides of the equation. If I identify the

problem, [I] need to propose solutions.”

For another attendee, the key takeaway was balancing innovation and

stability: “Implementing innovation is really change management, and

transformational change is possible in large organizations.”

In summary:

Improving outcomes by embracing innovations


Peter Hutchinson [email protected]

Pari Sabety [email protected]

Bill Kilmartin [email protected]

Learn more about the Harvard Public Sector for the Future Summit

For more information:

mailto:[email protected]






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