Service Design, Social Innovation and Public sector innovation!

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1 Service Design, Social Innovation and Public sector innovation! Francesca Rizzo!!! Alma Mater Studiorum, Università di Bologna! Dipartimento di Architettura! Corso di Studio in Design del prodotto Industriale!

2 The crisis of the public sector Many countries s.ll do not show signs of recovery from the global economic downturn which is causing a structural lack of resources, par.cularly affec.ng the public sector. The economic, demographic, social and environmental long- term challenges call for deep changes, ques.oning many of the assump.ons that have underpinned public service. While austerity measures were adopted all over the world, societal challenges are intensifying pressing the public ins.tu.ons with the contradictory request of delivering new services or restructuring the exis.ng ones.

Shein s model! Change assumptions to change behaviour! What! We do! Values! Culture! Shook s model! Change behaviour! to change culture! Innova4on within public sector Current solu.

3 Shein s model! Change assumptions to change behaviour! What! We do! Values! Culture! Shook s model! Change behaviour! to change culture! Innova4on within public sector Current solu.ons: transferring models and prac.ces from the private sector. Organisa.onal studies bind the compe.veness of an organisa.on to its capability to change its culture by overcoming dogmas. The lack of situatedness of the new processes and the lack of involvement of people strengthens the resistance to change.

4 The role of design in public sector

5 Design in public sector 2009 European Commission s public consulta.on: lack of awareness and understanding of the poten.al of design among policy makers (78% of responses). Service design consultancies specialized in working for the public sector: Thinkpublic, Live Work; Design Con.nuum. Governmental and NGOs (Nesta, the Design Council in UK ) are pushing the design to the innova.on of public services Design for Growth and Prosperity enforced this trajectory Restar.ng Britain 2. Design and the Public Services emphases the role of design in the transforma.on of the public service system.

6 The proposi4on of the present contribu4on The aim of this ar.cle is to build a link between the design perspec.ve and the issue of organisa.onal change in the public sector. The adop.on of par.cipatory design knowledge and tools in the development of public services - an emerging trend responding to a diffused need of building a new genera.on of more user- centred, efficient and cost- effec.ve services - requires (and implies) the change of the organisa.ons that deliver them.

7 Design in public sector: the current prac4ces Cases of public bodies that introduce design in their prac.ces focus primarily on the change of the services, especially on the change of the offering. Very lidle reflec.on is paid on the change of the organisa.ons that are supposed to manage the services.

8 Design Culture (a specific system of knowledge, competences and skills that operates to mediate between the world of produc.on and that of consump.on by developing new products and services) Projects of innova4on World of produc4on (an specific enterprise that peruses a economic goal) World of consump4on (a specific culture with its own needs, values, uses, trends, habits, mo.va.ons, models) Deser4 A., Rizzo F., Design Issues, 2014

Tool Repository Cook Club Food Coop Car- Sharing Co- Housing Co- Working Space Clothes Swap Community Garden Reconnect policy making with grassroots ini.a.ves. New York City s Crea.ve Communi.

9 Tool Repository Cook Club Food Coop Car- Sharing Co- Housing Co- Working Space Clothes Swap Community Garden Reconnect policy making with grassroots ini.a.ves. New York City s Crea.ve Communi.es can be synergised to create an overall system with a larger impact. Connect social innovation with a strategic vision Facilitate the process of alignment between the micro solutions and the larger strategic frame: a new vision for a city or for a neighbourhood, a socio-technical system etc.!

Design Culture and Ambidexterity Ambidexterity can be primarily described as the balance of exploita4on and explora4on, which makes organisa.ons able of relying on efficient and profitable solu.

10 Design Culture and Ambidexterity Ambidexterity can be primarily described as the balance of exploita4on and explora4on, which makes organisa.ons able of relying on efficient and profitable solu.ons, while con.nuously searching for new and beder ones. Ambidexterity can be built by devo.ng a part of the organisa4on to innova4on while keeping the rest focused on exploita4on, or by introducing the altude of innova.ng in a pervasive way, involving all the components of the organisa.on in the explora.on ac.vi.es.

11 Top- down strategic vision Framework policies constella.ons of small experiments

12 New approach to public service innovation! Strategic vision! +! Service design!+! Social!! Innovation

Reflections on service design for public sector! -Engaging, mobilizing, connecting and triggering stakeholders! -Paying considerable attention to marginal resources!

13 Reflections on service design for public sector! -Engaging, mobilizing, connecting and triggering stakeholders! -Paying considerable attention to marginal resources! -Setting up open-ended design processes! -Facilitating collaborative problem formulation and agonistic spaces! Setting up public small-scale experiments to rise questions and dilemmas!

Reflections on service design for public sector! - Extension of the notion of participatory design to advanced or complex participatory design;!

14 Reflections on service design for public sector! - Extension of the notion of participatory design to advanced or complex participatory design;! - Reconnection of the small and bottom-up projects and initiatives to the whole strategic vision;! - Bounding of design projects with the management of the organisational change.!

15 THANK YOU!!!!! Francesca Rizzo!! Alma Mater Studiorum, Università di Bologna! Dipartimento di Architettura! Corso di Studio in Design del prodotto Industriale!

SPARC. Connect Innova,ons to Markets THE ROBOTICS PPP. DGE, Paris, 23 June Chris Bourillon Secretary General eurobo5cs

SPARC. Connect Innova,ons to Markets THE ROBOTICS PPP. DGE, Paris, 23 June Chris Bourillon Secretary General eurobo5cs Connect Innova,ons to Markets THE ROBOTICS PPP Chris Bourillon Secretary General eurobo5cs DGE, Paris, 23 June 2015 SPARC The$Partnership$for$ Robo1cs$in$Europe SPARC, the Robo-cs PPP Why a PPP for Robo,cs?