Exploring systemic design practices in public sector innovation

Abstract

Many societal challenges need to be resolved through innovative solutions at system level. Previous scholars have argued that it may be wise to combine design practice and system theory to form a management method for public sector innovation. However, it appears that few scholars have developed innovation management methods based on that combination. The aim of this article is therefore to contribute with new knowledge about how design practice and system theory can be combined in order to drive public sector innovation. The article proposes the development of a previously proposed systemic design management model and presents a toolbox with twelve innovation management tools. Although there is a logic in using the tools in a certain order, this article emphasizes the need for a flexible use of the tools and to be open to moving back and forth between different tools. The results also indicate that an initial key tool is to ensure that the right people become involved in the different phases of the innovation process. It is more important to involve the right people in different phases than to follow a specific pre-designed process model. In order to successfully create and implement innovative solutions at system level, the innovation processes need to engage different human resources for different tools. Different resources that understand the needs can contribute with new perspectives and also possess the mandate to make systemic changes.