# data[].attributes.body
Map the customer experience.

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Talk to people with diverse experiences and views.

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Hold 'idea hacks' to find out what really matters to our client base. Conduct focus groups to better understand the client perspective.

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Engage experts or attend training.

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Co-locate services so that clients have one point of contac.

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Young people entering the workforce bring fresh perspectives. Using these ideas benefits the entire organisation.

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Challenge Anyone Who Is "Too Busy To Change"

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Challenge Anyone Who Is "Too Busy To Change"

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Address a culture of being too busy to engage with continuous improvement. Those that achieve successful change can teach others.

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Estonia adopted significant technological advances and created a fully digitalised public sector and government.

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Trials are essential before a new approach is incorporated into 'business as usual'.

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What works in Perth won't necessarily translate into regional WA. Form local working parties to co-design services.

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Determine and balance priorities so that focus is directed to wards ideas with the highest potential to achieve outcomes.

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Innovation doesn't have to be limited to current practice and situations. It can deliver greater impact by approaching things from a completely new perspective.

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Innovation needs to enable the achievement of strategic and operational goals.

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Make strategic benefits realisation and cost-benefit analyses mandatory.

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Central agencies need to change how they assess Departmental performance, especially in relation to innovation.

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Enter into research partnerships, attend an event or consider tertiary studies.

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Find ways to make collaboration engaging.

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Promote Government Changes As An Opportunity

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Promote Government Changes As An Opportunity

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Use MOG to encourage more collaboration, sharing ideas / best practice and new ways of working.

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Network with other innovators across the public sector, private sector and not-for-profit / NGO organisations. Join an established community of practice through a professional association.

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Take Advantage Of Tecnological Innovation

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Take Advantage Of Tecnological Innovation

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Keep up-to-date with the latest technology to drive process efficiency.

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Effective and efficient processes need to be adopted when Departments amalgamate. It's a 'not negotiable' when it comes to MOG changes.

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Identify legislation and/or regulations that are unnecessarily slowing processes and lobby for change.

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Use this opportunity to question the reason WHY we do the things we do. Remove unnecessary / non-value add steps in processes. Encourage all staff to review and improve work practices.

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Use MOG changes to initiate a process of blending and streamlining practices across the new Department(s).

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Learn about process mapping, Lean, Six Sigman, the Theory of Constraints and other methodologies.

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Identify areas of high customer debt, unpaid fees or high expenditure. Use this to run an innovation challenge to generate ideas and test solutions.

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Share innovation success and case studies across the public sector. Don't limit ourselves just to the Department of Communities; learn and share successes and failures as we come together under MOG.

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Use online collaboration platforms, especially to include people working in regional WA. Try Yammer, Microsoft Teams, Mindmeister, Realtime Board, Sketchbook, Padlet and other software.

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Explore options for recording information about what worked, what didn't and lessons learned. Post hints and tips to help other people to engage with the process of information. Make sure that other innovation-focused people can access and add information.

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Share information through an innovation portal. Keep it simple and easy to understand - 200 words or less. Avoid jargon.

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Make access to information open by default and restrict access only when it is absolutely necessary (privacy etc)

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Find ways to open access to data across the new Departments / Department of Communities. Encourage information exchange. Make information channels open by default (i.e. information should be restricted when there is an ethical or legislative requirement).

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Lists the top 40 innovative companies each year.

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Consider whether or not 'nudge theory' is appropriate and identify Behavioural Insights Units.

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The NSW public sector has adopted a sophisticated approach; search for information online or make contact with a similar agency.

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Identify the skills that facilitate the process of innovation. Use these frameworks to identify professional development opportunities.

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Educate people on how to conduct strategic benefits realisation and social impact assessment.

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Ensure learning is based on a credible and consistent source. Reference one 'source of truth

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Help people to effectively communicate the benefits on innovation to their managers. Find experts within the organisation to support this process.

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Provide people with the opportunity to work on innovation-specific projects with the support of their line manager.

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Bring together people with expertise in facilitating culture change.

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Have an action plan to prevent 'slipping backwards'.

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Senior management role-model a shift from risk avoidance towards appropriately managed innovation.

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Let go of the past and look to the future.

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Recognise people who actively engage in innovation to support the changes desired by the CEO, the Minister or Parliament.

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Conduct An Organisational "Health Check"

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Conduct An Organisational "Health Check"

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Become accredited in a particular methodology or engage consultants who can analyse the organisational culture.

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Communicate The Importance Of Organisational Culture

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Communicate The Importance Of Organisational Culture

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Proactively focus on the importance of ensuring that the positive aspects of each agency's culture are retained as the Departments merge.

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Publicly praise people who are actively and positively enabling Machinery of Government changes.

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Senior management needs to monitor what staff are saying and their suggestions / fears surrounding MOG changes. Provide feedback on each post.

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HR processes need to be transparent and consistently applied

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Celebrate successes throughout Machinery of Government changes. Make these a visible part of the change management process.

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Practively identify and diffuse the effect of change blockers. However, sometimes these people have legitimate concerns that should be taken into account.

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There needs to be a structured process to manage MOG changes at a whole-of-government level.

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Tap into the power of influencers and thought-leaders at all levels of seniority.

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Offer job roation / shadowing opportunities across merging Departments. This will expose people to fresh ideas and different perspectives. It will also build understanding across the new Department.

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People want to be listened to. Establish two-way contact between staff and management. Ensure that responses are always respectful.

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People crave contact with the senior leadership team. Feeling listened to increases employee engagement. Develop communication strategies to support this process.

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Run an "ask me anything" campaign with the Corporate Executive. Help people to understand Corp Ex's perspective.

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Establish An Employee Consultation Process

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Establish An Employee Consultation Process

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Make it easy for people to speak up. Ensure that everyone can have input into the process of merging Departments.

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While remaining realistic, acknowledge the opportunities that MOG provides. Create a change management approach to harness this. Help people to understand how the changes could improve their work life and/or is in their best interests. MOG provides more opportunties for people to collaborate and share ideas.

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Make the process as open and transparent as possible.

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Apply project management principles. Adopt a portfolio management approach to ensure effective governance of innovation projects.

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Start small and build on successes to increase engagement.

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Decision makers to provide constuctive feedback on suggestions for improvement.

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Have a marketing and communication strategy with the theme "anything is possible".

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Help people to understand how they can personally benefit from the process of innovation. What are your fears? Are they realistic? How could you benefit from this change?

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Regardless of who evaluates ideas, senior management need to be informed of common themes and evaluation outcomes. Coprorate Executive to 'back' the best ideas, as they progress. Ensure consistent idea evaluation practices.

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Senior management to post ideas and comments on innovation portals

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Incorporate innovation into managers' performance agreements. Innovation needs to be more than a 'tick box'. Report on progress towards innovation goals.

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Appoint strong project sponsors and ensure they are actively engaged. Find innovation champions, particularly at senior management levels. Ensure that there is more than one active champion at the Executive level so that innovation doesn't stall if a senior leader leaves the organisation.

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Shift focus away from the negative consequences of trying something new. Change mindsets to recognise the opportunities that innovation represents.

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Start small, fail fast and learn from the experience.

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CEOs and Ministers need to defend agencies that take steps to optimise innovation. Find a champion in senior / Executive leadership. What is the contingency plan if a senior champion of innovation leaves the organisaiton? How do we sustain the impetus to innovate?

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Give people time each week to work on their ideas. Make it easy for people to participate in innovation projects.

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Create an understanding that many ideas are part of the innovation process. We might need 100 ideas to get one breakthrough.

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Adopt different approaches to create a joined-up innovation process.

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Bring subject matter experts together to develop new policies, procedures and programs. Identify opportunities to innovate as part of this process. Co-creation builds a sense of ownership

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Address fear of the unknown and take action. What are the risks of not changing? What risk mitigation strategies need to be put in place?

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Focus on blending and streamlining processes across all arms of Communities.

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Senior leaders role model the culture and behaviours that align with Communities' values and purpose.

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Use this opportunity to start questioning the core of why we do the things we do. Is it a past legacy that has outlived its usefulness?

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Do a stocktake of the information that we collect - could it be useful for other parts of the organisation?

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Make decision-making as open and transparent as possible.

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Increase the level of acknowledgement and public praise for innovators.

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We may need 100 ideas before we get one breakthrough idea.

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CEOs and Ministers to actively back, and defend if necessary, agencies that take risks to achieve value-adding innovation.

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Innovation and continuous improvement needs to be articulated and measured as part of the role of senior leadership.

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Central agencies, like Dept of Premier & Cabinet, need to change how they assess agency success, particularly when it comes to innovation.