APG Forum on Public Innovation Leadership a collaborative

APG Forum on Public Innovation Leadership, a collaborative work environment & public innovation. MR. SINGTHAVONE DALAVONG DIRECTOR GENERAL PARTI MINISTRY OF HOME AFFAIRS LAO PDR JAKARTA, JUNE 2014

CONTENTS q Collaboration & Leadership q Innovation in Public Sector q Drivers of Innovation q Leadership & Change q Lao Governance Perspectives q Lao Governance & PAR Context 2

Leadership & Change § Strong leadership is critical success factor of public organisational change & innovation § More challenging to drive Change in Public Sector; § Public agencies tend to work in “Silos” (independently of other Agencies) § Less completive pressures / drivers of Change § Thus greater reliance on Leadership as Change Champion in Public Sector 5

Drivers of Innovation § Two aspects to be considered – organisational and Individual § Why should a Public organisaton want to innovate? § As monopoly service provider has no competition § Tend to be reactive rather than proactive § Naturally risk-adverse & with little reward for innovating new ways 6

Drivers of Innovation Why would an individual public servant want to innovate? § Private sector individuals have to innovate to survive § Drivers of Change are weak in Public Servants – and § Organisational barriers to Innovation; e. g. bureaucratic, lack vision, unclear goals, driven by processes rather than by results 7

Innovation in Public Sector §Public Sector is capable of innovation – but more complex challenge §Public Sector culture of innovation relies on different drivers of Change §Unique advantages for innovation in Public sector. § can absorb mistakes, § less personal risk should mean ‘no fear of mistakes/risk” § large pool of brain-power § Teamwork within and across agencies on new & innovative services and processes 8

Innovation in Public Sector § Role of Leadership is the most important Driver in Public Service § Private Sector already clear on WHY they need continuous change and improvement – due to clear market forces § Public servants must look to Leadership to provide that vision, understanding and desire. 9

Collaboration & Leadership §the more fully you can engage people’s hearts and minds in an enterprise and its success, the more likely you are to be able to create a powerfully successful organization. ” (Ricci & Wiese) § Although collaboration is about decentralizing, it has to start at the top § Ambiguity from the top is the enemy of apt action from below § They define 3 walls to willing collaboration as § Unclear goals, § Lack of a transparent decision making process and, § Top management not sticking to that process. 10

Collaborative leadership §Clear vision & goals – the WHY? - core elements of Collaborative leadership § WHY ‘switches on’ employees / public servants § An ‘internalized’ employee is a creative employee § Good& continuous communication is essential fuel for motivation/creativity §Collaborative style of Leadership can apply to many types of organisations 11

Lao PDR perspectives § organisational Change in Public sector is evolutionary § Builds on earlier reforms & system tools § Consider Hierarchy of Needs / Life-cycle of service providers in LDC; § Provision of basic services – primary Health, & Education, infrastructure for access to services & markets, etc. § Governance reforms is foundation stone for good & sustainable development in LDCs 12

Lao PDR perspectives § Collaboration benefits apply in governance reform in LDCs § Greater inter-agency information sharing & collaboration on services § 10 cross Sector Working Groups for collaboration & innovation § Other possible application to Laos; § more personnel interchanges & § task-oriented organisations via organisational diagnosis § Sam Sang pilot – devolve greater authority to local administration 13

THANK YOU 14