PUBLIC SECTOR STRATEGY NETWORK

AGILITY FOR AN
ACCELERATING WORLD:
CAN GOVERNMENTS KEEP UP?
THIS PROGRAM WAS MADE POSSIBLE THROUGH THE GENEROUS SUPPORT OF:

SALZBURG GLOBAL SEMINAR IS ALSO GRATEFUL TO OUR PROGRAM PARTNER:

WITH ADDITIONAL COUNTRY PARTNERS:

IN COOPERATION WITH:

SALZBURG GLOBAL SEMINAR WOULD LIKE TO THANK ALL PARTICIPANTS FOR DONATING THEIR TIME AND EXPERTISE TO THIS PROGRAM.
 3

AGILITY FOR AN
ACCELERATING WORLD:
CAN GOVERNMENTS KEEP UP?

MAY 5 TO 7, 2019
Session 617

PROGRAM DIRECTOR PROGRAM ASSOCIATE

Charles E. Ehrlich Jennifer Dunn

CONTRIBUTORS Amelia Axelsen, Megan Clement, Charles E. Ehrlich, James Low,

Aaron Maniam, Martin Silva Rey, Oscar Tollast and Whee Jim Yeo
EDITOR Louise Hallman
PHOTOS Ela Grieshaber
COVER IMAGE Jonathan Chng/Unsplash
4  Agility for an Accelerating World: Can Governments Keep Up?

CONTENTS
5 Introduction

6 Foresight Retreat Summary

By Amelia Axelsen, Apolitical, with additional reporting from Megan Clement
6 Agile Working
7 Policy Labs
9 Citizen Engagement
10 Public Servants on Speed

11 Case Study: Keeping Pace with Governance Challenges in Singapore

By Whee Jim Yeo, Aaron Maniam, and James Low, Civil Service College, Singapore
12 Smart Nation: Catching the Next Wind
12 Digital Government Blueprint: Personalized and Engaging Public Services
13 Fixing a Working Wheel
13 Questions for Discussion

14 Interviews with Network Members

By Martin Silva Rey and Oscar Tollast, Salzburg Global Seminar
14 Responsible Innovation and Reaching a Dynamic Balance
15 This is One Way Chile’s Government is Encouraging Innovation
17 High Tech in Kenya: Opportunities in Modernizing Government
18 Taking Risks, Learning from Mistakes, and Being Innovative

20 Conclusion
By Charles E. Ehrlich, Salzburg Global Seminar

21 Participants

22 Staff and Consultants

Introduction 5

INTRODUCTION
In a fast-moving world, governments need to become more agile to rethink public service and
envision institutions fit for new challenges and disruptions. How will innovations in technology
affect governance? What are the opportunities presented, or challenges anticipated – are
they fundamentally different from those in the past? Can they be dealt with through the same
governance mechanisms or do we need to construct different mechanisms? What tools do public
servants need to master to be fully equipped?

The 2019 Annual Foresight Retreat of the Public Sector round opportunities for practical exchange and follow-up
Strategy Network, held at Schloss Leopoldskron, Salzburg, among involved countries and institutions.
Austria, answered all these questions and more. The Public The annual invitation-only retreat is organized by
Sector Strategy Network equips governments to tackle Salzburg Global Seminar and supported by the Abu Dhabi
complex challenges through improved foresight, innovation, Crown Prince Court, in partnership with Apolitical.
and implementation. Co-created with senior leaders from Additional country and institutional partners include
around the world, it is building a mutually-supportive the Australian Public Service, the Privy Council Office
coalition of individuals and institutions on the frontline of of Canada, the Irish Public Service, and the Civil Service
digital, financial and societal disruption, promoting effective College of Singapore, with additional programmatic
public leadership and strategic communication. support from Nesta.
This year’s Annual Foresight Retreat, entitled Agility The Annual Foresight Retreat is held under the
for an Accelerating World: Can Governments Keep Up?, saw Chatham House Rule, which has been adhered to in this
30 senior public sector leaders from 19 countries gather at report, with all attribution provided with approval. This
Schloss Leopoldskron, in Salzburg, Austria, exploring these report consists of:
challenges, exchanging their own experiences with each • A summary of the discussions at the Annual Foresight
other, and enhancing international relationships across the Retreat accompanied by:
strategic policy community. As ever, these senior leaders • Short case studies and examples shared in Salzburg;
were able to speak openly among peers, focusing on the • Links and resources provided by Apolitical;
major disruptive forces confronting governments over the • A longer case study provided by the Civil Service College
next 10-20 years. The program examined effective planning of Singapore;
strategies to face those disruptive forces. Case studies shared • A series of interviews with Public Sector Strategy Network
in Salzburg are summarized in this report, together with members conducted by Salzburg Global Seminar; and
interviews with several of the Network members. • A conclusion from Salzburg Global Program Director
Following on from the retreat in Salzburg, network Charles Ehrlich.
members from both this and past programs will devise year-
6  Agility for an Accelerating World: Can Governments Keep Up?

FORESIGHT RETREAT SUMMARY

By Amelia Axelsen, Apolitical, with additional reporting from Megan Clement

AGILE WORKING
“Not all forms of agility are equal.”

Public servants continuously trial new ways of working. The CASE STUDY
“agile” framework for software development and product HOW AGILE WORKING SOLVES CHILE’S
management, which originated in the tech sector, is gaining TOUGHEST PROBLEMS – FAST
traction. Although technology is revolutionizing the way Chile’s Government Lab solves
we live and work, Public Sector Strategy Network members high response wait times
in Salzburg expressed that it can be difficult for government
to be as innovative as the private sector due to constraints Every two weeks, a member of Chile’s Government Lab sits
ranging from budgets to public sentiment. down with an advisor to the president to decide what the
Agile methodology reduces risk by enabling civil country’s most urgent problem is. Then, they try and find a
servants to make incremental improvements to reduce new way to fix it.
waste and figure out what is not working so that projects This fortnightly process, in which tasks are prioritized
can be scrapped without incurring huge losses. There is less by urgency, is one part of the “agile” approach to working
of a political incentive to take risks on innovative solutions through problems. Based on breaking down complex
in government; as public servants are trialing projects with problems into simple tasks with basic deliverables, it puts
taxpayers’ money, failures can garner unwanted attention that users at the forefront – something that can be uncomfortable
projects an image of government incompetence or instability. for traditional models of public service.
However, the short timescales involved in agile working Recently, the team from the Government Lab and the
allow plenty of room for experimentation and failure, President’s office decided that the most pressing issue was the
fostering collaboration and continuous feedback. Network country’s national health insurance system – a notoriously
members said that agile working provides flexibility for public complex part of any government.
servants experimenting with new methods and technologies At FONASA, the state health insurer, waiting periods
while the quick responses and constant feedback built into for answers to basic queries were spiraling to a month at
agile working allow them to react effectively. a time for users, and there were significant problems with
unpaid debts. The insurer covers 14 million Chileans, more
than three-quarters of the population.
APOLITICAL RESOURCES “We set up a standard that 85% of cases had to be solved
Amelia Axelsen, Explainer: What is agile working for immediately,” said Roman Yosif, director of the Government
government? Lab, adding that more complicated queries had to be
https://apolitical.co/solution_article/what-is-agile-working
answered within 24 hours.
Alex Benay, Leadership Lab: How to be an agile leader To do that, they needed to talk to the people who rely
https://apolitical.co/solution_article/alex-benay-leadership/ on FONASA to help cover their health costs. In this case,
the Government Lab surveyed 1,000 health service users
Megan Clement and Amelia Axelsen, Agile working solves
Chile’s toughest challenges — fast
before designing a basic chat tool that allows FONASA
https://apolitical.co/solution_article/agile-working-solves- workers to provide quick-fire answers to simple customer
chiles-toughest-challenges-fast/ queries.
The team created a “knowledge base,” which contains
Stephane Vincent, Meet the French innovators pioneering
agile, experiments and user-centrism
answers to the most frequently asked questions at FONASA.
https://apolitical.co/solution_article/meet-the-french- When a worker in a branch office anywhere in the country is
innovators faced with a question from a user, they can now use the chat
tool to get a quick answer drawing from the knowledge base.
Foresight Retreat Summar y 7

POLICY LABS
“Don’t just pick one method; figure out which one actually answers the
question you are trying to solve. Are you using a sandbox because it’s right or
because you’ve heard the term before and other people are doing it?”

Denmark became a trailblazer for government innovation CASE STUDY

nearly two decades ago with the inception of MindLab, HOW NUDGES ARE IMPROVING TEST
the world’s first policy lab. Thomas Prehn, the architect of SCORES IN SOUTH AFRICA
Mind Lab designed it to foster a new, innovative culture Western Cape used behavioral insights
within government and provide unconventional tools to to help kids excel in school
solve policy problems. MindLab has since been replaced
with Denmark’s Disruption Task Force, and policy labs have The term “growth mindset” was coined by Stanford University
emerged all over the world. psychologist Carol Dweck. It represents the belief that
For example, the United Arab Emirates has begun somone can improve their abilities over time, as opposed
experimenting with legislation and artificial intelligence in to a “fixed mindset,” in which people believe they are either
their policy lab. Canada has solicited the help of students naturally good at something or they are not, and there is not
to solve complex policy problems through a data-driven much to be done about it.
contest. Some governments are even providing cash prizes A program designed to switch student mindsets from
for technological developments that best address a challenge fixed to growth was recently rolled out in South Africa’s
in a particular policy area. Western Cape province as part of a study by the World Bank,
Policy labs are being used as a way for governments to the University of California, and the provincial government.
experiment with novel ideas that can help solve complex The study involved more than 1,000 students across eight
policy problems. The mantra of such organizations is: high schools, covering grades 8-10, and 12 primary schools,
“learn while doing.” New tools such as behavioral insights, covering grades three and four.
hackathons, digital technologies, and public-private Ammaarah Martinus, who works on policy and research
partnerships are now being trialed and tested as strategic at the Department of Premier in Western Cape, says the
solutions for projects across government. program was designed to make students more resilient in
These labs offer the best of two worlds: the creativity, times of difficulty.
speed, and agility of a startup, which is then backed by the As part of normal schooling, “we teach kids about
experience, money, and power of an established institution, literacy and numeracy,” she said. “But we don’t teach you
such as the civil service. about the other part of it: how do you build resilience? How
8  Agility for an Accelerating World: Can Governments Keep Up?

do you build grit? How do you respond to challenges?”

APOLITICAL RESOURCES
To test whether training children to have a growth
Megan Clement and Amelia Axelsen, How giving students a
mindset could actually improve results, researchers split
growth mindset can improve test scores
children into two groups. https://apolitical.co/solution_article/encouraging-nudges-
The control group were shown National Geographic are-improving-test-scores-in-south-africa
videos, while the test group watched a set of five three-
Jennifer Guay, From research labs to data training, here’s how
minute videos about building resilience, starring two
to bring evidence into policy
monsters. After the videos, the students were asked questions https://apolitical.co/solution_article/bring-evidence-into-
about what they’d seen. policy/
In high schools, children who had been taught the
growth mindset showed an 11% improvement in their final Alex Ryan, The history of innovation labs: how rebels came to
shape policy
math grades that year, and a 17% increase in a subsequent
https://apolitical.co/solution_article/the-history-of-
assessment. innovation-labs-how-rebels-came-to-shape-policy/
Their success at the high school level was enough to
convince the provincial government in Western Cape to roll Apolitical, Government Innovation Lab Directory
https://apolitical.co/government-innovation-lab-directory/
the program out to all 160 high schools in the province,
Martinus says.
Foresight Retreat Summar y 9

CITIZEN ENGAGEMENT
“Make the hard choices – nothing will get done if you take everyone’s opinions into account.”

In Reykjavik, Iceland, the city council votes on shortlisted Portugal has announced the world’s first participatory
policies made by citizens through an online forum. Citizen budget on a national scale. The innovative project will let
engagement initiatives are being used by governments around people submit ideas for what the government should spend
the globe to promote transparency, engender trust, and give its money on, and then vote on which ideas are adopted.
citizens a voice in the policymaking process.
As one Network member in Salzburg remarked, citizen HIGHLIGHTS
engagement facilitates a dialogue between citizens and FROM SALZBURG:
public servants, giving residents the opportunity to take • ry to engage as many people as possible, but manage
T
ownership of the policies that directly affect their lives. your expectations;
In order to create a successful citizen engagement • Target who you want to speak to: going broader doesn’t
initiative, the consensus among the group in Salzburg necessarily mean going deeper;
was that public servants need to focus on three central • Ensure that you reach a diverse group of people;
constructs: curation, purpose, and representation (CPR). • Know exactly what you’re trying to achieve before
Public servants need to ensure that they are curating beginning a citizen engagement project;
citizen engagement processes in a structured way that • If you pose problems and solutions to citizens, ensure
facilitates open sharing of ideas in a safe environment. Before you are capable of delivering on the outcome; and
undertaking a citizen engagement initiative, public servants • Remember a lot of people will have entrenched opinions,
need to declare the purpose of citizen collaboration and but it’s important to listen.
clearly communicate the intended outcomes. Lastly, public
servants need to ensure that there is an inclusive group of
participants to guarantee that there is representation from
all facets of society. APOLITICAL RESOURCES
Tiago Peixoto, We need good data – not more data – to
EXAMPLES involve citizens in policymaking
CITIZEN ENGAGEMENT https://apolitical.co/solution_article/tiago-peixoto-citizen-
Costa Rica is harnessing citizen engagement to fight engagement-participatory-budgeting/

climate change. Grassroots organizing has both popularized Mary Leong, Civic networks: a new paradigm for online citizen
environmental policies and driven decision-makers to rally engagement
behind them with citizens’ ideas integrated into governments’ https://apolitical.co/solution_article/civic-networks-new-
narratives. Today, some 98% of the country’s energy comes paradigm-online-engagement/

from renewable sources.

10  Agility for an Accelerating World: Can Governments Keep Up?

PUBLIC SERVANTS ON SPEED

“Public servants need to anticipate problems and find the right tools. Teams need to be
open-minded to change their thinking, flexible to work with and across other teams, and
activate and be agile with the private sector so they gain the knowledge and know-how.”

Public servants are required to tackle complex problems – EXAMPLES

from climate change to inequality – in a rapidly changing and GIVING PUBLIC SERVANTS THE SKILLS
uncertain policymaking environment. As the private sector THEY NEED TO SUCCEED
continuously streamlines ordinary tasks with technological • Canada’s Free Agents: The Free Agent program gives
advancements, citizens expect the same level of services from Canada’s most innovative civil servants the freedom to
government. People can hail a ride, order food, and pay their choose which projects they work on and allows them to
bills at the touch of a button – so they are often wondering change departments every six to 12 months, depending
why they cannot use or complete government services online on their skills and interests.
in a similarly simple manner. • Argentina’s Design Academy: The government-run
The group consensus was that it is difficult for the public Design Academy (LabGobAR) has trained more than
sector to compete with the private sector for top talent that 20,000 public servants in skills and disciplines integral
can create new technology for government services. Often, to the future of government work, from human-centered
public servants are lacking the digital skills to transform design and artificial intelligence to evidence-based
services or undertake new projects. One Network member policymaking. For every class a public servant takes,
suggested that public-private partnerships and more they earn points, which are a prerequisite for promotions
integration between government departments are one way and pay raises.
to bridge the divide. Collaborative networks encourage • Dubai’s tech campus for government: In an industrial
creative approaches to build new solutions. Public servants warehouse in the emirate’s vibrant art district, inspired
need to be armed with new tools, skills, and procedures by tech campuses like Googleplex, civil servants from
to adapt to the digital world – public service training and different agencies gather to reimagine public services
education is one way to solve it. through design thinking and other innovation techniques.

APOLITICAL RESOURCES
Apolitical, The digital government atlas: the world’s best tools and Aare Laponin, How to build digital government
resources https://apolitical.co/solution_article/how-to-build-digital-
https://apolitical.co/solution_article/the-digital-government- government/
atlas-the-worlds-best-tools-and-resources/
Case Study 11

CASE STUDY:
KEEPING PACE WITH GOVERNANCE CHALLENGES
IN SINGAPORE
By Whee Jim Yeo, Aaron Maniam, and James Low, Civil Service College, Singapore

In Singapore, the government harnesses technology to keep pace with external changes, while
attending to the demands of the citizenry. The Smart Nation initiative builds on previous efforts,
like e-Government in the 1990s, to take Singapore’s economy and society into the future. The
Digital Government Blueprint initiative attempts to better serve citizens in a personalized manner,
beyond delivering efficient public services. It is an aspiration to be high-tech and high-touch.

Government in Singapore experienced five transformative have grown and intensified over time, and public sector
shifts since our independence in 1965. Each focused on agencies today grapple with a complex mix of all five sets of
particular dominant concerns: issues. Currently, the government faces the following major
• Providing basic services to citizens (1960s); priorities:
• Becoming cost-efficient that involved industrialization • Making difficult trade-offs against the backdrop of limited
and opening up to multi-national companies (1970s); resources;
• Establishing institutions to entrench efficiency in response • Being creative to find new sources of ideas, innovation
to internal and external volatility (1980s); and productivity;
• Steering institutions to be adaptive and innovative, ready • Harnessing the potential of private and people sectors
to navigate growing complexity and uncertainty amidst to better serve citizens;
globalization and accelerating change (1990s); and • Constantly adapting and innovating, while preparing
• Moving towards governance that is relational, empathetic for the future; and
and engaging to deal with diversity of citizen and • Working beyond “hard” policy options to embrace “softer”
stakeholder expectations (2000s). aspects and enhance service delivery to citizens.

These are by no means “stages” in a deterministic or linear The Smart Nation effort reflects this current mix of policy
sense. They are instead over-riding issues and concerns that challenges. It is not only a response to inherent scarcity of
preoccupy the government. Phase 2 added to, rather than resources, but also a quest to harness the potential of digital
replaced 1, and so on. As a result, the demands on government technology to enhance the service delivery to citizens.
12  Agility for an Accelerating World: Can Governments Keep Up?

SMART NATION: CATCHING THE NEXT WIND

Building up the ICT infrastructure and developing digitally An agency established in 2017, Enterprise Singapore,
literate human capital help to position Singapore to catch amalgamated the efforts of SPRING Singapore that focused
the next wind of growth. on the domestic needs of small-medium enterprises, and
Even as Singapore pulls in leading technological International Enterprise Singapore that focused on the
companies with cutting edge technology such as Ant internationalization of small and medium-sized enterprises.
Financial, Dyson, Facebook, Google, Huawei and This paves the way to meet the needs of such firms in a more
Microsoft, the government continues to invest in attracting integrated and targeted manner.
tech giants, facilitating scale-ups of medium-sized firms To prepare the next generation of digitally-ready human
and seeding start-ups through incubators like Block 71, capital, education harnesses technology extensively from
and offering sandbox regulations for experimentation. use of IT platforms to seeding interest in coding, robotics,
The Economic Development Board continues to play a 3D printing, and so forth. Digital courses form a large
leadership role in engaging larger tech players, as part of proportion of offerings by SkillsFuture Singapore, an agency
efforts to bring in major economic actors – a role that it has focused on re-skilling the workforce and fostering a culture
been performing since 1963. of lifelong learning.

DIGITAL GOVERNMENT BLUEPRINT:

PERSONALIZED AND ENGAGING PUBLIC SERVICES

Digital Government harnesses technology to provide To bridge the digital divide between the haves and
personalized and engaging public services to connect with have-nots, the government provides complementary IT
citizens and cater to their diverse needs and expectations. infrastructure such as free desktops and internet access.
Some agencies are progressively rolling out mobile apps Older segments of the population are taught IT skills
to solve everyday problems and employ user-friendly designs, through SkillsFuture courses at nearby community clubs.
such as municipal services and paying for parking. Injecting Efforts are also made to engage with these senior citizens
a “fun” element by layering gamification over technology on the Smart Nation initiative, such as the video “My Smart
nudges citizens towards healthier lifestyles in the 10,000 Ahma (grandmother)” https://www.youtube.com/
step challenge by the Health Promotion Board. watch?v=yiYyvxTHnps
Case Study 13

FIXING A WORKING WHEEL

The Smart Nation story is one of constant effort, agility, prefer cash transactions as a result of the costs incurred for
and adaptation. Singapore has been adopting technology such transactions. As financial institutions are unwilling to
for many years – starting with the computerization drive absorb costs to fuel uptake, should government draw on
of the 1980s – so we have started from a high base. The taxpayers’ money to encourage uptake?
challenge is to ensure that today’s digital solutions adequately Even Parking.Sg was adopted only 18 months ago,
address citizens’ needs and pain points, and provide sufficient after many years of paper coupons that were not necessarily
incentives to adopt them. the best solution, but which did not involve pain points
For instance, Singaporeans have been less than of particular magnitude. This has been largely a challenge
enthusiastic about mobile retail transactions (such as QR in the psychology of behavioural change, not just the
code payments) because of the widespread availability of analytical aspects of policy formulation or the mechanics
automated teller machines. Petty traders and hawkers also of implementation.

QUESTIONS FOR DISCUSSION

• After the government-led computerization drive in the we open ourselves more to increasingly sophisticated
1980s and e-government in the 1990s, how can the cyberattacks, and unauthorized access. How can the
government nudge citizens to embrace our Smart Nation Public Service grow citizens’ trust in the government,
initiatives, while continuing to deliver public services in against the backdrop of increasingly sophisticated and
a relational and empathetic manner? frequent cyberattacks?
• The Singapore government has steadily built up trust • How can Singapore find the space – both physically
with the citizenry through consistently delivering efficient and figuratively – to plan and experiment with creative
and reliable public services to citizens. How should the destruction? In countries where space is not a constraint,
government tweak its compact with citizens in this digital brand new towns can be built from scratch to trial the latest
age? Can Public Service be “high-tech” and “high touch”? technology with roads and infrastructure for autonomous
For instance, our public housing agency, the Housing and vehicles. Could Singapore’s legacy advantages ironically
Development Board has been automating and moving inhibit the uptake of technological advancements? For
simple transactions online, while moving its officers to instance, the growth and network of ATMs, NETS
handle complex “high touch” cases like hoarding and (Network for Electronic Transfers that was rolled out
neighbour disputes that only affect a handful of citizens - in 1985), and credit card facilities combined to help
how does this affect government-citizen relations? Related establish Singapore’s place at the apex of the financial
to this issue is how we need to quickly upskill and deploy world. Will these legacy advantages end up holding
public officers away from routine transactions to handle some of us back from embracing greater use of mobile
complex “high touch” cases? banking and payments? How should we handle our legacy
• As we move public services and citizen data online, advantages?

Whee Jim Yeo is Institute Director, Aaron Maniam is Senior

Principal Researcher, and (Dr) James Low is Principal
Researcher, from the Civil Service College, Singapore. All
views in this paper are the authors’. They do not represent
the official views of the Civil Service College.

This case study was prepared for discussion at the 2019

Annual Foresight Retreat of the Public Sector Strategy
Network in Salzburg and is not to be cited without the prior
permission from the authors.
14  Agility for an Accelerating World: Can Governments Keep Up?

INTERVIEWS WITH NETWORK MEMBERS

By Martin Silva Rey and Oscar Tollast, Salzburg Global Seminar

RESPONSIBLE INNOVATION AND REACHING A DYNAMIC BALANCE

Leading policymaker Aaron Maniam analyzes Singapore’s
approach toward innovation and digitalization

“There’s a responsibility to the now… in terms of the current agencies that they’re in… For some parts of the system, in the
system and how it functions. There’s a responsibility to the education system, for instance, using computers in schools,
future in terms of innovation, and there’s a responsibility to using apps for education might be really key for what they’re
what could be better in terms of stewardship… I think we trying to do… Whereas if you’re at the foreign service, then
need to have all three of those in dynamic balance with each actually a website that allows people to apply for visas, to
other,” reflects Aaron Maniam on the role of public officers. report losses of passports might actually be sufficient…
A founding head of the Centre for Strategic Futures at the “I think we are trying to leave it up to agencies to figure
Prime Minister’s Office in Singapore, he has occupied several out what the best digitalization plan is for them, rather
important positions in his country’s public administration. than force it down. But what we do do is give them broad
“I found that in order to represent Singapore well, I guidelines, which is to say, ‘If you can use technology rather
had to understand the whole of our governance system, our than manpower, do that. If you can move things from paper
ports, our education, the financial services we’ve got, our to digital, try and do that.’ And then, how they go about
manufacturing, and make sure that I could represent that doing it is something that they actually work on themselves.”
well to a whole range of different people,” Maniam said. The question arises on whether the replacement of
Singapore, a small island city-state in Southeast Asia, humans by machines hurts the labor market. Is it easy to
gained independence in 1965 from Malaysia and has replace civil servants with robots and machines that can do
always been governed by the same political party, the their job better?
People’s Action Party. The country went on to become one “Yes and no,” says Maniam. “We don’t think of it so
of the original Four Asian Tigers and has evolved into a much as a zero-sum game where if you bring in machines
highly developed market economy, supported by a public that people will definitely have to be replaced… We believe
administration that seeks constant innovation. much more in augmentation, whereby when you bring a
Committed to continuing that modernization, Maniam machine in, the mix of machines and humans generates new
while in Salzburg shared his recent experience working on complex types of jobs that need to be done. The idea is that
the Smart Nation Program: “A really comprehensive way we move people to more complex jobs – kind of upgrade
of taking on digital technology and seeing how it will affect them rather than get rid of them.
the economy and businesses, society and citizens, as well as “I’ve never seen any ministry that transforms digitally,
government itself… where they’ve had to say ‘Okay, we’re gonna have to lay off
“Those three prongs are what’s guiding our current people.’ They invariably find that they need more people
transformation process. I would say it’s a situation where than before, but the demands on those people are much,
we will probably never arrive because the idea is that the much greater… I think those who are willing can always be,
minute you finish one set of transformations, there will be will always be helped and supported to find ways for them
new tech out there that you need to adjust to.” to do new jobs…
Technological improvements may be uneven in different “We’re kind of removing what I would call the 3D-type
areas of the state. However, he does not see this necessarily jobs – dirty, dangerous, and dreary… Routine-type jobs.
as a problem, since various agencies can present different We’re trying to eliminate those and make the jobs much
requirements. more interesting, much more safe, and ones where there is
“What we’ve done is we’ve tried to make sure that actually value and skill in the individual’s role.”
digitization is meaningful to people in all the different But, as Maniam points out, improving the quality
Inter views 15

of public administration cannot rely on technological and make more efficient the existing processes. High touch
breakthroughs alone. means we want to make sure that those processes are designed
“High tech and high touch is really how we balance around actual citizen needs, and not just responding to what
between both the technical and the human requirements the bureaucrat thinks citizens might want. What that looks
of a government system. High tech means we need to use like is very different in different agencies.”
technology wherever possible to enable [us to] streamline

THIS IS ONE WAY CHILE’S GOVERNMENT IS ENCOURAGING INNOVATION

Roman Yosif, executive director of the Government Lab in Chile
discusses the initiative’s impact on public administration

“I had the motivation that, at some point, my professional Yosif and his team see themselves as advisors in public
career would be linked with public policies since public innovation and recognize the significance and logic of
policies can have an impact at the national level in a much working in partnership with others. He said, “We are not a
stronger way than when you work in private business.” That McKinsey-like consultant that only gives recommendations,
motivation turned into reality when Roman Yosif was hired and later others implement, but we are part of the
by the Chilean government to launch what’s thought to be implementation… The base of the lab is co-creation, co-
the first government lab in Latin America. After five years, design, and how public policies really focus on people’s
he now leads Laboratorio de Gobierno. needs [and] different types of users. Sometimes, they are a
So, how does the Chilean Government Lab work? hospital’s patients. Sometimes, [they are] entrepreneurs who
“At first, we had a series of very standardized programs need to develop in a market. Sometimes, non-governmental
that we went out to sell. And now what we do is a logic of agencies.”
agile consultancy in innovation projects, where we capture By having a network of public innovators, knowledge
demand from public institutions that require innovation, is decentralized, and there is an increased motivation to
where we filter when it’s really necessary that the lab works innovate and share, according to Yosif. He says, “It breaks
with them, but where at the same time that agile logic allows the chain not only between ministers and sectors but also
you to transfer capacities. [It] allows you to address problems between the central government and local governments.
that really are [a] priority,” Yosif explains. And it also invites the private sector, the third sector,
16  Agility for an Accelerating World: Can Governments Keep Up?

entrepreneurs, and other ordinary citizens to join this He says, “When you have structural social problems that
network of people.” have not been solved yet, and when you have precarious
One of the main challenges that he and his team have management from the state, that is when innovation
had to face was a shift from a leftist government that created happens in the most latent way… It is about how we turn
the lab to a more conservative one. a problem upside down, from the user’s point of view,
“Usually, when these small agencies are created in Chile, with an agile work logic where there is not a six-month
with a specific target, and by a specific administration, if planning horizon, but daily, weekly, [and] monthly you are
the political color changes, in the following government, discovering what the best way is, what is the best design. You
they are eliminated. And if they are not eliminated, they test it, you evaluate it, and then you scale it…
are completely changed, teams totally change, and thus “[In this model] there isn’t a group of experts to tell
perspectives change—sometimes too drastically. us what we have to do but it’s users who have the best
“So, we had the challenge of transitioning from one knowledge about the problems that they live day by day
administration to the other, and also of reviewing what in transport, public health care, and other areas. And it is
we had done at a very initial state of the lab, and say, ‘well, public officers who must capture those insights at a massive
what works and what does not?’ And when I had the first level, who must have the abilities to transform them in
conversations with the authorities, basically the authorities pertinent solutions, and they also need to have the mindset
told us, ‘A laboratory inside a government draws our to say, ‘Well, we are at their service.’ We are partners in the
attention, but innovation just for innovation… Honestly, development of these innovations… and we always have to be
this is not what we are looking for. We are looking for alert about new technologies [and] new trends. Therefore,
concrete results, in a short time, with delivery to the people, we need to connect ourselves in a public-private system of
and 100% connected with the president’s agenda.’” public innovation.”
A week was the time they had to adapt to the new Yosif ’s next challenge is to make the lab a long-lasting
conditions. Yosif says, “The team was resilient and had institution with long-term effects. He says, “For me, this
the capacity to critique what we had done… and present is… more than a job, [it is] a super personal life mission. I
a proposition to the president and his advisors on how am absolutely convinced that the way to add value where
Laboratorio de Gobierno 2.0 should be.” one is has to do with how you change paradigms, how you
In Salzburg, Yosif found himself in the company of motivate and invite people to see new scenarios, to test those
29 other public leaders from 18 more countries, exploring new scenarios and to have the courage, and to have as well
similar challenges and exchanging familiar experiences. the will to learn how to develop those new scenarios.”
Inter views 17

HIGH TECH IN KENYA: OPPORTUNITIES IN MODERNIZING GOVERNMENT

Katherine Getao, CEO of Kenya’s ICT authority, takes stock of achievements
and challenges for the country’s public administration

“Perhaps I had not understood that there are many things somebody told me when I first joined the civil service that
that need to come together in order for technology to work,” government is all about power. So whenever you ask for a
admits researcher, policymaker and expert in ICT and shift in government, part of the interpretation is: how is
education Katherine Getao. “There’s education, yes, which it going to affect my power structures? Am I going to lose
I was doing, but there’s also infrastructure. And there’s also status as a result of the introduction of technology? …There’s
business innovation that needs to all come together, and this myth that technology is going to make everything easy,
appropriate applications, which all need to come together.” but technology has to be managed and managed very well
Getao was headhunted nine years ago by the Kenyan in order for it to work appropriately.”
Government, and last year she was appointed CEO of Getao is not worried about possible shifts in
that country’s ICT authority. Since then, one of her main government. “I think the advantage is that through the
achievements has been Huduma Kenya, an initiative to efforts of the private sector, the majority of the citizenry
enhance the access and delivery of government services to have taken the technology to heart. So as a politician,
the citizens. it’s difficult to take things backwards because, you know,
When asked about the main challenges Kenya faces to citizens are used to doing things through technology. So
continue modernizing the government, Getao says, “The yes, you hear political noises about some of the projects…
will is there, but sometimes the skill is not.” The lack of but usually what happens is eventually the people see the
management skills concerns her. benefit… anything where obviously a large number of people
“I’m not talking just about the technological skill see their benefit, politicians will find it hard to mess up with
because that you can hire. But there’s the strategic skill and it.”
the tactical skill. Strategy means knowing when and how To apply technology “to the real needs and problems
to choose technology—and the tactics, how to deploy it… and issues of the people,” Getao focuses on four areas. The
“That can be very challenging because there’s a first is infrastructure, which, she believes, “is the biggest
tradition in government about the way things are done, and barrier to the use of technology.”
18  Agility for an Accelerating World: Can Governments Keep Up?

The second area concerns skills. “Skills now is not public service where they have to interrupt their life flow in
only about learning about the technology, but it’s building order to access the service.”
digital-age values. Trust is a big issue in the digital age. So The final area that Getao considers “the most
how do you build the values that support trust? How do you important”? Work. “Some people think that we’ll just go
really shape people to be not just consumers of technology through the continuum that maybe other parts of the world
but also producers and manipulators of technology?” did, where you go from agricultural to an industrial society
The third area involves understanding services. “How do and eventually to a knowledge society. I don’t think so
you deliver public services in a very fast and instantaneous because the world has globalized the products that people
way, so that people don’t have to interrupt their lives? I are demanding, changing the way they live their lives or
mean, the private sector has done that for us. I mean, in where they procure their products… Even the climate is
Kenya, somebody is always under the table paying bills, changing.
sending money to their relatives [and] paying fees. So we “So what will it be to work? How do you prepare those
used to have to ask for permission to leave work for a few people for that kind of work? What will they be doing?
hours to go and do any of those things. But now, even if I How do you then shape their environment where they live,
was sitting with you… one of my hands would just be busy where they shop, to facilitate the new work? And what is
carrying out all those tasks instantaneously on my phone. the new work?”
And citizens are used to that. So I should not have any

TAKING RISKS, LEARNING FROM MISTAKES, AND BEING INNOVATIVE

Patrick Borbey, president of Public Service Commission in Canada,
discusses applying scientific rigor to public sector experimentation

“Agile means being nimble, being able to be responsive, being was able to hear from participants from other countries and
able to take issues and rather than try to overcomplicate them continents. He said, “We do have a lot in common, and we
try to bring in some simple elements that you can test and can learn from each other.”
try out.” This is the view of Patrick Borbey, president of the During the program, Network members heard about
Public Service Commission in Canada. different techniques and methodologies used to tackle
Borbey started in his role in May 2017. Having spent the challenges and develop policy, including sandbox tests and
first few months of his role in “learning mode,” he has since hackathons. Borbey said, “I was struck by the examples, and
begun engaging with public service employers across Canada I think that’s an area that I’m going to want to explore as well
to encourage them to take a more future-oriented approach in terms of… when we do our next policy work, can we take
toward staffing, increasing diversity, and recruiting from some of those approaches that are much more collaborative
talent pools previously untapped. Borbey said, “We want a [and] iterative?”
public service that’s representative of the society we serve.” Changes made to the Public Service Commission’s
The Public Service Commission of Canada is policy frame for staffing have allowed for flexibility and
“responsible for promoting and safeguarding a merit-based, innovation. Departments and agencies, meanwhile, have also
representative and non-partisan public service that serves all been encouraged to experiment. It is an approach the central
Canadians in collaboration with its stakeholders.” Borbey is agency has tried to foster, particularly in areas which may
keen to maintain a level of excellence traditionally associated have been considered risky, according to Borbey.
with the service and reaffirm the values of bilingualism, “Look, we’re supposed to be the watchdogs of the staffing
diversity, inclusion, and respect. system, and if we’re willing to take a risk and experiment
Borbey also remains interested in learning from other and do things a little bit differently, then that hopefully
jurisdictions and sharing best practices. Having previously encourages others.”
engaged with representatives from the UK, Australia, New Experimenting with new ideas is important, but so is
Zealand, and Ireland, coming to Salzburg presented Borbey applying scientific rigor. Borbey said, “You have to make sure
another opportunity to expand that approach further as he the criteria are clear. You have to have a risk analysis with
Inter views 19

mitigation strategies in order to be able to make sure that departmental mandate for Sport Canada and worked closely
the pilot [and] the results will be measurable and that they with the National Capital Commission and Canada’s six
will be shareable and scalable potentially also to a broader national museums.
application. Joining the public service as a student, he held low
“Unfortunately quite often some of the innovation expectations, unsure whether he would enjoy the work ahead.
happens because somebody has a good idea and they say, ‘Let’s Within time, however, he gained a better understanding and
just run with it. Let’s just do it,’ without properly framing it appreciation. “I thought maybe government was going to be a
and making sure that there’s a performance measurement bit boring, and I was completely blown away. My experience
framework for example—a strategy to be able to report on was so positive. I had a great manager who was a coach to me.
the results and see what exactly you’ve learned. I was given work that not only matched my capabilities but
“The other thing is you have to also be prepared to actually pushed me outside of my comfort zone. I was given
deal with failure, and how do you address failure? At what a fair amount of autonomy, some guidance, and support but
point do you declare this particular experiment is over? ‘It’s then after that a lot of trust in terms of carrying out my duties
a failure, or it’s not leading to the results we wanted. What and I was listened [to] as part of the team, and I thought,
did we learn and how do we move forward from failure?’ ‘Wow this is an organization that meets my expectations in
Again that’s all part of the scientific process. Thomas Edison terms of where I would want to work.’ Eventually, I joined,
failed hundreds of times before he got the light bulb light. and that has been my experience throughout my career.
In the public sector, we have to accept that that’s part of also “The other thing that I found fascinating about Public
learning and growing.” Service of Canada is how it’s the largest employer in
During his career, Borbey has held several positions Canada. There are so many different opportunities to serve
of significant responsibility. He has been president of the your country and all kinds of different ways whether it’s
Canadian Northern Economic Development Agency; chair regulatory, working on the environment, on the economy, on
of the Senior Arctic Officials; chair of the Arctic Council; social issues, working internationally, working on scientific
senior assistant deputy minister of Treaties and Aboriginal projects, [or] getting a chance to see parts of Canada that a
Government; assistant deputy minister of Northern Affairs; lot of people would never have a chance to see and represent
assistant deputy minister of Corporate Services at both the your country abroad. There [are] so many opportunities, and
Privy Council Office and Health Canada; and associate we don’t talk enough about it to young people when we’re
assistant deputy minister of the First Nations and Inuit trying to attract the best and the brightest.”
Health Branch at Health Canada. He has also overseen the
20  Agility for an Accelerating World: Can Governments Keep Up?

CONCLUSION
By Charles E. Ehrlich, Salzburg Global Seminar

The world is moving so rapidly, that governments need to think less about the process and more
about the ends: what results their citizens expect. This requires agility to respond to – and often to
anticipate – trends, events, and even unforeseeable developments, and to adjust the process on
the fly. Some roles traditionally carried out by the public sector will no longer be – but this does not
mean that governments abdicate their responsibility to their citizens.

As a representative of one country elaborated: “We are often We know from our own research that satisfaction levels
unclear about what we are trying to achieve when we talk with our provision of service are roughly double trust levels.
about building public trust. We generally speak about it in Competence, rather than trust, is driving this relationship.”
terms of the impact on governments’ ability to carry out Another Network member explained: “To maintain
meaningful reform. But the factors inhibiting reform are and enhance the citizen-government relationship, the public
far more complex than a simple question of trust, which is administration must promote public trust and confidence
unlikely to be the determining factor in our current global in our institutions. In line with the changing composition
context of short termism, populism, and limited political will and needs of [our country’s] public, we must also strive to
for unpopular decisions. There is also a question about the meet needs and expectations around the delivery of quality
importance of trust to facilitate the delivery of services. We infrastructure and services.”
know from the private sector that people do not need to trust
the intentions of an organization to use their services, they The Annual Foresight Retreat of the Public Sector Strategy
just need to feel that the trade-off in not using the service is Network has explored precisely these challenges, with
too great (e.g. convenience or limited user choice). In other participants exchanging their own experiences with each
words, they make a calculation about the value proposition, other, and enhancing international relationships across the
and will trade privacy, for example, against perceived benefit. strategic policy community.
Appendix 21

PARTICIPANTS
Positions correct at time of program – May 2019

GOVERNMENT OFFICIALS FROM ORGANIZING

OFFICIALS MULTILATERAL PARTNERS
Rabih Abouchakra, Liz McKeown, ORGANIZATIONS Amelia Axelsen,
Founder and Managing Director, Director, Public Policy Analysis, Policy Journalist, Apolitical
Office of Strategic Affairs, Abu Office for National Statistics, UK Irène Hors,
Deputy Director for Public Jennifer Dunn,
Dhabi Crown Prince Court, UAE
Antonella Mei-Pochtler, Governance, Organisation for Program Development Associate,
Patrick Borbey, Special Advisor to the Austrian Economic Co-operation and Salzburg Global Seminar
President, Public Service Chancellor, Austria Development (OECD)
Charles E. Ehrlich,
Commission, Canada
Lars Østergaard, Program Director,
Vincent Chriqui, Senior Advisor and Deputy Head Salzburg Global Seminar
Project Manager, Ministry of
Finance, France
of Division, Ministry of Finance,
Denmark
OTHER THOUGHT Mona Hammami,
Senior Director,
Lucy Fallon Byrne, Thuli Radebe, LEADERS Office of Strategic Affairs,
Assistant Secretary, Department Special Advisor to the Minister of Martin Bruncko, Abu Dhabi Crown Prince Court
of Public Expenditure and Transport, South Africa Founder and Managing Partner, Tareq Mana S. Al Otaiba,
Reform, Ireland Steam Capital, Slovakia
Tore Tennøe, Project Manager,
Katherine Getao, Director, Norwegian Board of Julia Cleverdon, Office of Strategic Affairs,
CEO, ICT Authority, Kenya Technology (Teknologirådet), Chair, Transform, UK Abu Dhabi Crown Prince Court
Norway
Olli-Pekka Heinonen, Santiago García-Devis, Roula Rbeiz,
Director General, National Whee Jim Yeo, Co-Founder, Qüid Lab, Colombia Senior Manager,
Agency for Education, Finland Institute Director, Institute of Office of Strategic Affairs,
Governance and Policy, Civil Aaron Maniam, Abu Dhabi Crown Prince Court
Eili Lepik, Blavatnik School of Government,
Service College, Singapore
Deputy Strategy Director, University of Oxford; Founding Clare Shine,
Government Office, Estonia Roman Yosif, Head, Centre for Strategic Vice President and
Executive Director, Laboratorio Futures, Office of the Prime Chief Program Officer,
James Low,
de Gobierno, Chile Minister, Singapore Salzburg Global Seminar
Principal Researcher, Institute
of Governance and Policy, Civil Hannah White, Lisa Witter,
Service College (CSC), Singapore Deputy Director, Institute for Co-Founder and
Government, UK Executive Chairman,
Ammaarah Martinus,
Apolitical
Director of Policy, Research
and Analysis, Western Cape
Government, Department of the
Premier, South Africa
22  Agility for an Accelerating World: Can Governments Keep Up?

STAFF AND CONSULTANTS

SALZBURG GLOBAL SEMINAR AND SCHLOSS LEOPOLDSKRON

SENIOR
MANAGEMENT BANQUETS DEVELOPMENT KITCHEN
Stephen L. Salyer, Rebeka Breznikar, Rachel Barclay, Hannes Bergner,
President & Banquets Staff Development Manager, Chef
Chief Executive Officer Campaign & Donor Relations
Martina Laimer, Thomas Bodnariuk,
Benjamin W. Glahn, Head of Banquets Connor Bevan, Executive Chef
Vice President, Davidson Impact Fellow
Marjana Misic, Robert Eder,
Development & Operations
Banquets Staff Ian Brown, Chef
Clare Shine, European Development Director
Erlita Morawska, Matej Hascak,
Vice President &
Banquets Staff Allison Cowie, Kitchen Staff
Chief Program Officer
Development Associate
Thi-Yen Nguyen, Jürgen Kling,
Daniel Szelényi,
Banquets Staff Michelle Dai Zotti, Chef
Vice President,
Development Manager
Hospitality Ali Samim, Thomas Priller,
Banquets Staff Andrew Ho, Sous Chef
Pia C. Valdivia,
US Development Director
Vice President & Nikolett Solyom, Harald Stögbuchner,
Chief Financial Officer Banquets Staff Danielle Karnoff, Chef
Development Manager,
Gulistan Suleiman, Constantin-Marian Tudor,
Campaign & Individual Giving
Banquets Staff Kitchen Staff
ADMINISTRATION, Gabi Weldetensay,
Jenny L. Williams,
Director of the
FINANCE & Banquets Staff
Inspiring Leadership Campaign
OPERATIONS MAINTENANCE
Richard Aigner, Gerhard Bauer,
COMMS,
Hotel Operations Manager
EVENTS Technician

Brenna McGaha, MARKETING & Lisa Hübner, Matthias Rinnerthaler,

Director, Finance &
Administration, US
SALES Events Associate
Head of Maintenance

Ursula Stadler, Jiri Urda,

Thomas Biebl,
Beth Pertiller, Events Associate
Gardener
Director of Marketing &
Director of Operations
Communications,
Isabella Surer,
Michaela Radanovic, Salzburg Global Seminar
Events Associate
Controller Finance, Salzburg
Louise Hallman,
Ursula Reichl, Strategic Communications
Assistant Director Finance, Manager
Salzburg
HOUSEKEEPING
Jan Heinecke,
Fellowship Manager Nicoleta Galca,
Manuela Resch-Trampitsch,
Housekeeping Staff
Director Finance, Salzburg
Karin Pfeifenberger,
Director of Sales & Marketing, András Molnár,
Carina Rögl,
Hotel Schloss Leopoldskron Housekeeping Staff
Finance Assistant
Oscar Tollast, Suzi Özdemir,
Alexis Stangarone,
Communications Associate Housekeeping Supervisor
Special Assistant,
Office of the President Marisa Todorovic,
Executive Housekeeper

Elena Tudor,
Housekeeping Staff
Appendix 23

RECEPTION &
PROGRAM REVENUE REPORT CONTRIBUTORS
Jennifer Dunn, Ghelajo Bah, Amelia Axelsen,
Program Development Associate Receptionist Journalist, Apolitical

Charles E. Ehrlich, Christina Böckl, Megan Clement,

Program Director Night Porter Freelance journalist

Marty Gecek, Tim Erkert, Charles E. Ehrlich,

Chair, Salzburg Seminar Night Porter Program Director,
American Studies Association Salzburg Global Seminar
Roman Ihly,
(SSASA)
Night Porter James Low,
Michaela Goldman, Principal Researcher, Institute of Governance and Policy,
Karin Maurer,
Internship Program Manager Civil Service College, Singapore
Revenue Manager
Faye Hobson, Aaron Maniam,
Claudia Noisternig,
Program Manager Blavatnik School of Government,
Receptionist
University of Oxford
Astrid Koblmüller,
Manfred Soraruf,
Program Manager Martin Silva Rey,
Night Porter
Features Intern,
Brigitte Kraibacher,
Katharina Wiener, Salzburg Global Seminar
Admissions Associate
Receptionist
Oscar Tollast,
Tatsiana Lintouskaya,
Communications Associate, Salzburg Global Seminar
Program Director
Whee Jim Yeo,
John Lotherington,
Director, Institute of Governance and Policy,
Program Director INTERNS* Civil Service College, Singapore
Paul Mihailidis, Sodam Baek,
Program Director, Program
Salzburg Academy on Media
and Global Change Eunsil Bak, CONTACT
Program
Klaus Mueller, For more information contact:
Founder & Chair, Maria Fernanda Peixoto,
Salzburg Global LGBT Forum Fellowship
Charles E. Ehrlich,
Yasmina Ghandour, Program Director
Bernadette Prasser,
Social Media [email protected]
Admissions & Program Officer
Meredith Nelson, Jennifer Dunn,
Dominic Regester,
Development Program Development Associate
Program Director
[email protected]
Antonio Riolino, Eric Okyerefo,
Program Louise Hallman,
Program Manager
Strategic Communications Manager
Susanna Seidl-Fox, Amanda Ray,
[email protected]
Program Director, Library
Culture & the Arts For more information visit:
Martin Silva Rey,
Features Series
SalzburgGlobal.org/go/PublicSector
* at time of program —
Program
May 2019 SalzburgGlobal.org/go/617
24  Publication Name

SALZBURG GLOBAL SEMINAR

Salzburg Global Seminar is an independent non-profit organization founded in 1947 to challenge
current and future leaders to shape a better world. Our multi-year program series aim to bridge
divides, expand collaboration and transform systems.

Salzburg Global convenes outstanding talent across generations, cultures and sectors to inspire
new thinking and action, and to connect local innovators with global resources. We foster lasting
networks and partnerships for creative, just and sustainable change.

Over 36,000 Fellows from more than 170 countries have come together through our work, with
many rising to senior leadership positions. Our historic home at Schloss Leopoldskron in Salzburg,
Austria – now also an award-winning hotel – allows us to welcome all participants in conditions of
trust and openness.

PUBLIC SECTOR STRATEGY NETWORK

The Public Sector Strategy Network equips governments to tackle complex challenges through
improved foresight, innovation and implementation. Co-created with senior leaders from around
the world, it is building a mutually-supportive coalition of individuals and institutions on the
frontline of digital, financial and societal disruption, promoting effective public leadership and
strategic communication.

For more info. please visit:

www.SalzburgGlobal.org

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