# data[].attributes.body
Publicly praise people who are proactively engaging with the changes.

# data[].attributes.body
Bring subject matter experts together to develop new policies / procedures / programs etc. Identify opportunities for  innovation as part of the process. Co-creation will facilitate the merger and avoid one agency dominating the others.

# data[].attributes.body
Corporate Executive & senior management need to monitor what staff are saying and their suggestions for effective change.  Senior management to take input  seriously and act accordingly.

# data[].attributes.body
Ensure that HR staff don't duplicate work across the agencies. HR processes should be consistent and uniformly applied.

# data[].attributes.body
Celebrate success throughout MOG changes. Make these very visible as part of the change management process.

# data[].attributes.body
Form teams with expertise in facilitating  culture change.

# data[].attributes.body
Co-locate services so that clients have one point of contact.

# data[].attributes.body
Proactively manage and diffuse the effect of change blockers

# data[].attributes.body
Build skills that facilitate the process of innovation.

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

# data[].attributes.body
Apply project management principles. Adopt a portfolio project management approach to ensure effective governance.

# data[].attributes.body
There needs to be a structured process to manage MOG changes at a whole of government level. Learn from other agencies' success stories.

# data[].attributes.headline
Keep Up-To-Date with Technological Advances

# data[].attributes.subject
Keep Up-To-Date with Technological Advances

# data[].attributes.body
Keep up with the latest technology to drive process efficiency.

# data[].attributes.body
Find ways to convince people that engaging with other agencies is in their best interest. Set up mechanisms to support this process.

# data[].attributes.body
Help everyone (especially managers)  understand that change champions are 'not negotiable'.

# data[].attributes.body
Offer job rotation / shadowing opportunities to people working in other agencies that form part of their new Department. This will  expose tham to fresh ideas and different perspectives. It will also build understanding across the organisation.

# data[].attributes.body
People want to be listened to. Establish two way contact between staff and senior management. Ensure that responses are always respectful.

# data[].attributes.body
Tap into people with diverse experiences and views, especially beyond the public sector.

# data[].attributes.body
Start small and build on successes to incease engagement with innovation.

# data[].attributes.body
People crave contact with the senior leadership team. Feeling listened to increases employee engagement. Develop communication strategies to support this process.

# data[].attributes.body
Run an "ask me anything" campaign with the Corporate Executive. Help people to understand the Corp Ex's perspective.

# data[].attributes.body
Determine and balance priorities so that focus is directed to ideas with the highest potential to improve outcomes.

# data[].attributes.body
Graduates and other young people entering the workforce bring a new perspective. Using these ideas benefits the entire organisation.

# data[].attributes.headline
Challenge Anyone Who is "Too Busy To Change"

# data[].attributes.subject
Challenge Anyone Who is "Too Busy To Change"

# data[].attributes.body
Address the culture of being too busy to try better ways to deliver services. Those that achieve successful change can then teach others.

# data[].attributes.body
Provide reasons why an idea was rejected.

# data[].attributes.body
Address the fear of the unknown and take action. Have a risk mitigation strategy in place. What are your fears? Are they realistic?

# data[].attributes.body
Estonia adopted significant technological advances and created a fully digitalised public sector and government.

# data[].attributes.body
Trials are essential before a new approach is incorporated into 'business as usual'.

# data[].attributes.body
While being realistic, emphasize the opportunities MOG presents. Create a change management approach to harness this. Help people to understand how MOG changes could improve their work life and/or is in their best interests.

# data[].attributes.body
Have a marketing / communication strategy with the theme "anything is possible".

# data[].attributes.body
More effective processes need to be adopted across each new agency - it's a 'not negotiable' when it comes to MOG changes.

# data[].attributes.body
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.

# data[].attributes.body
Innovation needs to enable the achievement of strategic and operational goals. Use this alignment to build the case for change.

# data[].attributes.body
Shareinnovation case studies across the public sector.

# data[].attributes.body
Help people to understand how they can personally benefit from engaging with innovation. What are your fears? Are they realistic?

# data[].attributes.body
What are the best tools for presenting information about successes and highlights?

# data[].attributes.body
Get information out using an innovation portal. Keep it simple and easy to understand - 200 words or less. Avoid jargon.

# data[].attributes.body
Teach people what this is and how to do it. Incorporate it into the L&D curriculum.

# data[].attributes.body
Strategic benefits realisation and social impact assessments should be  mandatory.

# data[].attributes.body
Post hints and tips that help people to engage with the process of innovation.

# data[].attributes.body
Make it safe for people to speak up. Ensure that everyone can have input into the process of merging Departments.

# data[].attributes.body
Have an action plan to prevent 'slipping backwards'.

# data[].attributes.body
Regardless of who evaluates ideas, Corp Ex needs to be aware of  common themes and evaluation outcome. Ensure conistent idea evaluation.

# data[].attributes.body
Consistent L&D activities that reference one 'source of truth'.

# data[].attributes.body
Everyone needs to move away from a focus on risk minimalisation. Management must give people permission to innovate.

# data[].attributes.body
Members of Corp Ex members actively post ideas and comments  on innovation portals.

# data[].attributes.body
Help people to effectively manage up. Find experts in the organisation to support this.

# data[].attributes.body
Provide people with the opportunity to work on innovation-specific projects with the support of their line manager.

# data[].attributes.body
Central agencies need to change how they assess Departmental performance, particularly in relation to innovation.

# data[].attributes.body
Incorporate innovation KPIs into managers'  performance agreements. Innovation needs to be more than a tick box on the list of priorities. Report on progress towards goals.

# data[].attributes.body
Appoint strong project sponsors and hold them accountable. Find innovation champions in senior management. Ensure that there is more than one active champion so innovation doesn't stall if the champion leaves the organisation.

# data[].attributes.body
Past focus has been on the negative consequences of innovation. Change mindsets to recognise the opportunities that innovation represents.

# data[].attributes.body
Let go of the past and look to the  future.

# data[].attributes.body
Fail fast and learn from the experience. Don't be weighed down by the past.

# data[].attributes.body
CEOs and Ministers need to defend agencies that take risks in innovation (working against a public sector culture of risk aversion).

# data[].attributes.body
Give people time each week to work on their ideas. Make it easy for people to engage with the innovation process.

# data[].attributes.body
Harness change caused by MOG to encourage more collaboration, information exchange and trying new things.

# data[].attributes.body
Create an understanding that many ideas are part of the innovation process. We might need 100 ideas to get 1 breakthrough.

# data[].attributes.body
More acknowledgement and praise for innovation from senior management.

# data[].attributes.body
Adopt different approaches to create a joined-up innovation program.

# data[].attributes.body
Make access to information open by default and restrict access only when it is absolutely necessary (privacy etc).

# data[].attributes.body
Find ways to open access to data across the new Departments. Encourage information exchange.

# data[].attributes.body
Make the process as open and transparent as possible.

# data[].attributes.body
Identify legislation and/or regulations are slowing process down unecessarilly and lobby for change.

# data[].attributes.body
Use this opportunity to question the reason WHY we do the things we do. Remove unnecessary steps in the process. Encourage all staff to do this.

# data[].attributes.body
Share lessons learned, successes and failures as multiple agencies come together.

# data[].attributes.body
Leaders needs to role-model the changes they / the Minister / Government expects.

# data[].attributes.body
Use MOG changes to initiate a process of blending and streamlining practices across the new Department(s).

# data[].attributes.headline
Conduct An Organisational "Health Check"

# data[].attributes.subject
Conduct An Organisational "Health Check"

# data[].attributes.body
Become accredited in, or engage consultants, who can analyse the culture of each agency that will merge.

# data[].attributes.headline
Communicate the Importance of  Organisational Culture

# data[].attributes.subject
Communicate the Importance of  Organisational Culture

# data[].attributes.body
Proactively focus on the logistics of blending agencies from an organisational culture perspective.

# data[].attributes.body
Consider if 'nudge theory'  is relevant to your organisation. Behavioural Insights units have been set up in NSW, Victoria, Singapore and London.

# data[].attributes.body
The NSW public sector has adopted a sophisticated approach; search for information online or make contact with a similar agency.

# data[].attributes.body
Set up an innovation wiki where effective practice is captured and can be accessed by other innovation-focused people

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

# data[].attributes.body
Learn about process mapping, Lean Six Sigma, the Theory of Constraints and other methodologies.

# data[].attributes.body
Use online collaboration platforms to involve people working in regional offices. Try Yammer, Microsoft Teams, Mindmeister, Padlet and other software.

# data[].attributes.body
UWA has a Centre for Social Impact. Enter into a research partnership, attend an event or even study there.

# data[].attributes.body
Hold idea 'hacks' to find out what really matters to our client base. Conduct focus groups to better understand the client perspective.

# data[].attributes.body
Engage experts or attend training.

# data[].attributes.body
What works in Perth won't necessarily translate to regional WA. Form local working parties to co-design services.