12 tipos de innovación y 4 ámbitos de cambio: 1era parte

Introduction to Innovation in Public Institutions

Overview of the Series

• Lorena Torres introduces herself as a lead consultant at the Government Laboratory, outlining her role in discussing 12 types of innovation derived from various projects.

• The series aims to explore key areas of change necessary for public institutions to foster public innovation.

Complexity of Innovation

• Torres questions the simplicity of innovation, stating that it is often more complex than it appears and requires understanding different levels of complexity.

• The video aims to motivate viewers to innovate within their institutions by providing a conceptual framework for clearer comprehension of the innovation process.

Four Areas of Change for Innovation

Key Areas Identified

• The Government Laboratory has identified four critical areas where influence is essential when innovating within institutions:

• Strategy: Goals expected from innovation and its impact on institutional objectives.

• Services: Interaction between innovation and users, including what services are created or modified.

• Operation: Coordination required for executing innovations, including tasks and systems involved.

• Organization: Functional integration of innovations within the institution and how staff influences this process.

Reflection on Implementation Challenges

• Viewers are encouraged to reflect on which area might be most challenging to mobilize in their own institutions when implementing innovative solutions.

Case Study: Treasury General of the Republic

Contextual Background

• The Treasury General's focus is resource collection for public policy financing. In 2018, they faced user service challenges at national offices needing urgent innovative solutions.

Depth of Innovation Required

• Initial assumptions about needed innovations focused solely on service aspects; however, deeper insights revealed that multiple areas needed addressing as the project progressed.

• To create a new model for faster taxpayer services, rethinking operational support was crucial. This led to collaboration across various departments within the Treasury.