Innovation - Two Perspectives

INNOVATION: TWO PERSPECTIVES

A case study in complex ICT ��GovCamp 2013

The conscious & creative process of crafting meaningful connections… ��(be they tangible touchpoints and interactions, or

more intangible experiences) ��…between user, business/provider/government goals and outcomes ��(be they effective and efficient operations, social

good/improvement, or positive profile).

“Innovation is about creating

new forms of value that

anticipate future demands and

expectations, and propels

systemic change” Quote adapted from Andrew Zolli

SERVICE DESIGN AND INNOVATION

“I think the really good thing

about innovation is working

with known problems – you’re

not going to invent sliced

bread again. And the way to be

innovative about known

problems is to go back to design and intent.”

INNOVATION WITH KNOWN PROBLEMS

Craig Fox Assistant Commissioner, ��

Service Operations, ��Australian Tax Office

“It’s just a plastic box on a desk until there are services

connected to it – we need to make sure both those

things happen” ��

A Case Study in Complex ICT Infrastructure

“There are only so many

answers, what I’m big on is

understanding the question. If

you get the question right then

the answer’s obvious - and

how you design an outcome to

achieve that solution becomes the focus.”

THE IMPORTANCE OF THE QUESTION



Image 1: View of Service Operations in the End-to-End (extract)

FWP(current)

‘work

engagement

agreement’

(incl WR,

quote, ATP)

Impact

Assessment

(incl ROM,

high-level

reqs.)

‘ATO

Plan’

EPMO TAATriage

Cttee

EST Mgmt

Cttee

TA TA

EAEA

EA PM(if App-led)

EAS

SPO

SPM

CC MNS

EUTS

Business Need Identified Prioritise/Engage Assess / High-Level Design Detailed Design/Monitor

IPO

IPO

FWP(updated)

SP

SPO PL

SP

SP

IPO

C&R

Prioritise for

Impact Assess-

ment

Prioritise for Impact

Assessment

(if outside

Triage remit)

Change ‘Portfolio’

Run ‘Portfolio’

Capability, Strategy

Proj #1 Proj #3 Proj #4 Proj #10

Q1 Q2 Q3 Q4

Capacity

PlanningDR

System

Mainte-

nance

Con-

tracted

Services

Seek Impact

Assessment

Prioritises &

allocated

Resource

Monitors &

assures spend

Collaboratively

assess impact

from

Infrastructure

perspective

Collaboratively

assess impact

from

Applications

perspective

Collaboratively

assess impact

from Technical

Architecture &

Assurance,

Trusted Access

perspectiveEPMO

Require-

ments

Provides

Technical

Assurance

across

solution

development

Facilitates

request

If single service

bundle, SP works

direct with EA (if

App-led)

If multi-service

bundle, SPO PL

facilitates activity,

with EA (if App-led)

Updates

Reports

Watching

Brief

SO Resource Management Schedule

Option 1

Option 2

Monitors/

Reports

Progress

SPM

Captures

Design &

Requirements

Activity

Service Management ‘Portfolio’ ESMC

Service

Catalogue

SPA PM(if Tech-led)

Change ArticulatedE

E

E

I

D

D

D

D

D D

D

I

Type of Work

Change EST Forward Work Program

Small Change - Infrastructure

EA Support & Server Provisioning

Provider Improvement Projects

Run Contracted Services

Capacity Management

System Maintenance & Disaster Recovery

Condition of State

INNOVATION IN PRACTICE

CONTEXT

“When people understand that

we’re not just trying to design

a process to sit on power

point presentation– we’re

actually trying to make it

better to do things, people

start to think differently. ”

DIFFERENT THINKING

Craig Fox Assistant Commissioner, Service Operations, Australian Tax Office

INNOVATION IN PRACTICE

ENVIRONMENT

“APS leaders simply need to

ask themselves, if I truly want

to innovate, have I established

the environment in which to

innovate. That is far more at

the fingertips of good SES than

they think.”

WHAT A LEADER NEEDS TO INNOVATE



• Share a philosophy on innovation and design. ��

• Operate in an environment where difficult questions can be asked and respected. ��

• Design isn’t a cliché - look for and expect the hard- and value adding-sides of design.

TWO INNOVATION PERSPECTIVES

• A robust process with service at the core – leading to definitive approaches that could systemically change business approach. ��

• Service design outcomes and outputs to help make sense of the world. ��

• A platform for meaningful innovation around the ‘how’ ��not just the ‘what’.

“We are focused on the

innovative part of making the

model work, not the model

itself – that’s exciting.”

MAKING IT WORK IS EXCITING



Thanks! Mel Edwards

@skewiff��

Justin Barrie ��@JustinBarrie

@DMA_Canberra designmanagers.com.au