National Forum for Black Public Administrators
FORUM 2012
Virginia Beach Convention Center
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Public service is typically perceived as compliance oriented
and rule bound rather than innovative and creative
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New ideas are often resisted because they undermine
existing power relations, threaten entrenched interests or
challenge the deeply ingrained views of others
 Building an innovation culture in a public sector
organization requires leadership and addressing these
problems as opportunities
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The innovation process starts with creating an environment that allows
for ideas and innovation to be effectively evaluated and eventually
integrated.
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Innovation is an integrated process that evolves in three main phases
(Creativity Phase, Development Phases, and Diffusion Phase). Each
phase has its own deliverable. Before proceeding to the next phase this
deliverable is evaluated against its criteria.
Innovation normally flows from one phase to the next in a linear fashion.
Sometimes, different elements of the innovation process might be executed
concurrently or a cue might be jumped. It is important to maintain flexibility
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Creativity Phase
Development Phase
Diffusion Phase
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Increasing creativity outputs through a deliberate search for
opportunities.
 The most common technique in this regard is through a frequent
interaction with stakeholders and customers
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The networking with other entities, public organizations,
non-profit organizations as well as businesses is another
great way for a public service organization to learn and seek
innovation opportunities
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To effectively maneuver through the development
phase you must utilize a team approach that
provides for a systemic, disciplined approach to risk
management, project evaluation and decision
making.
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The development of ideas is not a random process
and should not be left to chance.
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This is essentially the “roll out” phase but in this
step the innovator needs to consider being flexible
for changes on how to deploy the new innovation.
 In successful organizations, an innovation diffusion
execution plan is done up-front even before any
development work begins. A good innovation diffusion
plan is flexible and accounts for an ever-changing world
and evolving social and personal needs and preferences
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The established innovation framework (Figure B) is an
integrative and guiding framework that can enable
public service organizations to be consistent in their
innovation. It identifies the most important success
drivers that influence the innovation process from
conceptual ideas to diffusion.
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The framework contains six major focus areas:
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business strategy linked to innovation strategy
performance metrics
knowledge management
risk management
project management
change management
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The top factors in the framework are more strategically orientated
compared to the bottom factors that are most likely applied at the
tactical (operational) level. There is no single, standalone driver of the
innovation success. All the drivers need to be present and act in the same
direction in order for innovation to be consistently successful.
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The three tasks of leadership can be described as setting direction,
creating alignment, and building commitment. When direction,
alignment and commitment are created around innovation,
organizations emerge as more productive and more innovative.
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Leadership for organizational innovation requires:
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Organizational Encouragement
Lack of Organizational Impediments
Leadership Encouragement
Sufficient Resources
Realistic Workload
Freedom
Challenging Work
Teamwork and Collaboration
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Major F. Riddick Jr.
President/ CEO
Strategic Solutions Center, LLC
8181 Professional Place Suite 202
Landover, MD 20785
mriddick@strategicsolutionscenter.com