|
|
 |
| Hearing
from CIVOs |
| |
|
|
| The panelists
shared many experiences from their own
organisations. |
|
| - |
The
Innovation Management discussion session gave
participants the opportunity to hear from the
Chief Innovation Officers (CIVOs) from three
organisations: Ms Lim Huay Chih from the Public
Service Division (PSD); Ms Koh Lin Net from
the Ministry of Law (MinLaw) and Mr Alvin Tan from the Civil Aviation Authority
of Singapore (CAAS).
Many ideas were shared, including the need to inject creativity into officers’ work
life, and to encourage officers to view work from a creative perspective and
find or adapt suitable approaches to suit the context of their organisations.
Reasons for innovating
For instance, even the starting point can be different. The CAAS had to innovate
for survival, given the intense competition from regional airports (see this
story:
Innovation@Work). As for MinLaw and PSD, the push for innovation came from
top
management, who believe in its importance for the future of the organisations.
Driving innovation
MinLaw believes that everyone has the capacity to innovate. A ministry-wide Innovation
Festival was organised in 2001 to cascade the message to all officers and to
translate its new vision into action.
PSD believes that innovation is critical for the Public Service and must become
a way of life in every organisation. Part of its strategy was to create an ideas
framework that integrated SSS, WITs and Innovation into one simple system for
all ideas called the Exciite system. Exciite ensures that all innovative ideas
are carefully considered and nurtured. An Innovation Panel was also set up as
an avenue for officers to get resources and support for innovative projects.
Key learning points
The session emphasised the importance of creating a passionate culture for innovation
to thrive. Besides supportive leaders, it is vital to create awareness for the
need to innovate, equip people to innovate through training, and provide an open
platform for all ideas to be surfaced and considered and a framework to nurture
and encourage risk-taking.
The three panelists also agreed that to sustain the innovation drive in an organisation,
there has to be a network of like-minded people who will actively promote innovation
and ensure a constant flow and exchange of new ideas. |
|
| |
| |
|
By
PS21 Office
Next: Launch of I-Circle
|
|
|
