Abstract
Innovative design labs were created by public authorities of the USA, Australia, Singapore, Finland, Canada, the UK, Switzerland, Denmark, China, and other countries to accelerate changes and develop modern public service. This paper provides further insight to establishing external innovation accelerators for strengthening capacity of public institutions. The study aims to define the development opportunities for innovative design labs for the public sector in Ukraine’s regions by the case of the Laboratory of Intellectual Development for Empowering Regions (LIDER). The study was conducted at two stages: (1) exploring the features of innovation implementation in the public sector and outlining the main problems of innovation capacity of public institutions; (2) defining the development opportunities for the LIDER via SWOT-analysis. To substantiate the study results, the correlation analysis between autocratic, bureaucratic, competitive, self-protective, and participative leadership behaviors of CEOs and innovation index based on data from 18 countries was performed, as well as a survey of 195 public servants of the Ministry of Justice of Ukraine and an interview of 9 experts were conducted. The following key development opportunities for the LIDER were detected: promoting the introduction of incremental innovations in public institutions by using design thinking methodology; assisting the development of pro-innovative culture and participative leadership via individual-centric and system-oriented approaches; developing effective tools for performance management and supporting public institutions in project activity; organizing the competitions for regional innovative projects; assisting in creation of radically human systems in public institutions. AcknowledgmentThe paper was prepared within the framework of the joint Ukrainian-Lithuanian R&D project “Competence Development of Lithuanian and Ukrainian Public Sector Employees Using Design-Thinking Methodology”.The project has received funding from the Research Council of Lithuania (LMTLT, agreement № S-LU-20-5) and the Ministry of Education and Science of Ukraine (agreement № М/31-2020).
Highlights
This paper provides further insight to establishing external innovation accelerators for strengthening capacity of public institutions
The results of correlation analysis between CEOs’ (34.3%), funding (21.9%), necessary knowledge leadership behavior and innovation index in dif- and skills (20%) and leaders (19.1%). These figures support Demircioglu and Audretsch (2018), (Bugge & Bloch, 2016) to disruptive or radical and Sahni et al (2013) who testified that a pub- innovation that completely changes or replaclic institution with supportive and high-quality es processes and services (Osborne & Brown, leadership culture will still fail to innovate with- 2011) and complicates the demarcation of out motivated employees with the required level innovation from other similar phenomena
The study provided the identification of the main barriers to innovation introduction in public institutions, namely: rigid bureaucratic systems; the ambiguity of the term “innovation” and its types in the public sector; measurement of innovations can be a problem because of long-term implementation and over-estimating its positive outcomes by political and administrative elites; the result of innovations is mainly assessed on the basis of qualitative indicators, and is rather subjective; situational political decision-making; low level of the productive activity of public servants
Summary
According to OECD observatory of public sector innovation, innovation is considered important by governments, it may take a long time to spread it among senior executives in different institutions (OECD, 2018) The experience of these innovative design labs is extremely useful for Ukraine, because of the need for decentralization of power, which was defined as one of the priority reforms and highlights the problem of creating such innovation accelerators for the public sector in the central government and in the regions to meet the needs of regional administration and local self-government. In the implementation of their experience, it is necessary to determine the development opportunities for such innovative design labs based on on results of qualitative single-country case studies, and on empirical and comparative research, focused on the investigation of the main problems and features of the innovation capacity of public institutions.
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