Executive Programme in Government Innovation and Public Value
This five-day programme examines government innovation as a structured management and policy capability rather than a set of isolated initiatives. It equips senior leaders and programme owners to frame complex public problems, generate and prioritise opportunity portfolios, design policy and service responses, test assumptions through evidence, manage governance and risk, and plan implementation and scaling decisions with a clear focus on public outcomes.
Executive Programme in Government Innovation and Public Value
This five-day programme examines government innovation as a structured management and policy capability rather than a set of isolated initiatives. It equips senior leaders and programme owners to frame complex public problems, generate and prioritise opportunity portfolios, design policy and service responses, test assumptions through evidence, manage governance and risk, and plan implementation and scaling decisions with a clear focus on public outcomes.
المدة
5 days
نمط التنفيذ
الإتاحة
Dates on Request
لغة التنفيذ
English
نظرة عامة على البرنامج
This five-day programme examines government innovation as a structured management and policy capability rather than a set of isolated initiatives. It equips senior leaders and programme owners to frame complex public problems, generate and prioritise opportunity portfolios, design policy and service responses, test assumptions through evidence, manage governance and risk, and plan implementation and scaling decisions with a clear focus on public outcomes.
الأهداف
Examine the relationship between government innovation, public value, institutional performance, and service and policy outcomes.
Analyse complex public problems using structured framing tools, system perspectives, and causal diagnosis.
Interpret stakeholder, citizen, and user insight to inform innovation priorities and design choices.
Assess innovation opportunities through portfolio logic, prioritisation criteria, and resource implications.
Practise approaches to policy and service design that translate strategic intent into workable interventions.
Develop an understanding of experimentation methods, evidence thresholds, and learning loops in public-sector settings.
Review governance, accountability, risk, and decision-rights issues that shape innovation choices in government.
Explore implementation pathways, scaling options, and measurement approaches for sustained public value.
المخرجات الرئيسية
Produce a clearly defined public problem statement linked to strategic priorities and delivery constraints.
Create stakeholder, citizen, and user-insight summaries that inform policy or service redesign.
Build an opportunity portfolio that distinguishes incremental improvement, redesign, and transformational initiatives.
Draft policy or service concepts with an explicit value proposition, operating logic, and implementation considerations.
Prepare an experimentation plan that identifies hypotheses, tests, evidence needs, and decision points.
Outline a governance and risk structure for innovation initiatives within public-sector accountability requirements.
Develop an implementation pathway that sequences actions, ownership, dependencies, and scaling decisions.
Construct a public outcomes measurement framework with indicators for value, delivery, learning, and adaptation.
لمن هذا البرنامج
Senior public-sector leaders responsible for institutional performance and public outcomes.
Government strategy directors and central planning leaders.
Innovation directors and heads of public-sector improvement functions.
Policy managers overseeing reform, regulation, or programme design.
Service-design managers responsible for redesigning public services and user journeys.
Transformation leaders managing cross-government or organisational change portfolios.
Programme owners accountable for implementation quality and delivery results.
HR and L&D decision-makers shaping executive capability in government innovation and delivery.
محاور البرنامج
Public value, government innovation, and the institutional context
Strategic problem framing and system diagnosis
Stakeholder, citizen, and user insight for public decisions
Opportunity identification, portfolio construction, and prioritisation
Policy design and service design for public outcomes
Experimentation, evidence, and adaptive learning
Governance, accountability, and risk in public innovation
Implementation pathways, scaling decisions, and outcome measurement
البرنامج اليومي
Day 1 — Government Innovation, Public Value, and Strategic Problem Framing: Government innovation as a management and policy discipline in the public sector; Public value, institutional performance, and delivery improvement; Distinguishing symptoms, root causes, and system-level constraints; Framing complex public problems for strategic decision-making; Linking innovation efforts to mandate, policy priorities, and institutional capability
Day 2 — Stakeholder Insight and Opportunity Portfolio Development: Mapping stakeholders, interests, influence, and accountability relationships; Using citizen and user insight to inform policy and service choices; Identifying pain points, unmet needs, and delivery bottlenecks; Generating innovation opportunities across policy, service, process, and operating model dimensions; Prioritising an opportunity portfolio by value, feasibility, risk, and timing
Day 3 — Designing Policy and Service Responses: Translating strategic priorities into policy and service concepts; Designing interventions around user journeys, access, equity, and institutional practicality; Connecting front-stage service experience with back-stage operating requirements; Defining assumptions, design choices, and trade-offs in public interventions; Preparing concepts for testing, iteration, and decision review
Day 4 — Experimentation, Evidence, Governance, and Risk: Selecting appropriate experimentation approaches for public-sector settings; Designing tests, pilots, and learning loops for uncertain interventions; Determining evidence needs, performance signals, and decision thresholds; Addressing governance, accountability, and ethical considerations; Managing implementation, policy, operational, and reputational risks in innovation initiatives
Day 5 — Implementation Pathways, Scaling Decisions, and Outcome Measurement: Building implementation pathways with ownership, sequencing, and dependencies; Choosing between pilot continuation, adaptation, mainstreaming, or discontinuation; Assessing conditions for scaling across units, regions, or service lines; Defining measures for public outcomes, delivery performance, and organisational learning; Integrating programme outputs into a coherent innovation roadmap for institutional use
المدة
5 days
نمط التنفيذ
الإتاحة
Dates on Request
لغة التنفيذ
English
نظرة عامة
الأهداف
المخرجات
لمن البرنامج
المحاور
البرنامج اليومي
المنهجية
نظرة عامة على البرنامج
This five-day programme examines government innovation as a structured management and policy capability rather than a set of isolated initiatives. It equips senior leaders and programme owners to frame complex public problems, generate and prioritise opportunity portfolios, design policy and service responses, test assumptions through evidence, manage governance and risk, and plan implementation and scaling decisions with a clear focus on public outcomes.
الأهداف
Examine the relationship between government innovation, public value, institutional performance, and service and policy outcomes.
Analyse complex public problems using structured framing tools, system perspectives, and causal diagnosis.
Interpret stakeholder, citizen, and user insight to inform innovation priorities and design choices.
Assess innovation opportunities through portfolio logic, prioritisation criteria, and resource implications.
Practise approaches to policy and service design that translate strategic intent into workable interventions.
Develop an understanding of experimentation methods, evidence thresholds, and learning loops in public-sector settings.
Review governance, accountability, risk, and decision-rights issues that shape innovation choices in government.
Explore implementation pathways, scaling options, and measurement approaches for sustained public value.
المخرجات الرئيسية
Produce a clearly defined public problem statement linked to strategic priorities and delivery constraints.
Create stakeholder, citizen, and user-insight summaries that inform policy or service redesign.
Build an opportunity portfolio that distinguishes incremental improvement, redesign, and transformational initiatives.
Draft policy or service concepts with an explicit value proposition, operating logic, and implementation considerations.
Prepare an experimentation plan that identifies hypotheses, tests, evidence needs, and decision points.
Outline a governance and risk structure for innovation initiatives within public-sector accountability requirements.
Develop an implementation pathway that sequences actions, ownership, dependencies, and scaling decisions.
Construct a public outcomes measurement framework with indicators for value, delivery, learning, and adaptation.
لمن هذا البرنامج
Senior public-sector leaders responsible for institutional performance and public outcomes.
Government strategy directors and central planning leaders.
Innovation directors and heads of public-sector improvement functions.
Policy managers overseeing reform, regulation, or programme design.
Service-design managers responsible for redesigning public services and user journeys.
Transformation leaders managing cross-government or organisational change portfolios.
Programme owners accountable for implementation quality and delivery results.
HR and L&D decision-makers shaping executive capability in government innovation and delivery.
محاور البرنامج
Public value, government innovation, and the institutional context
Strategic problem framing and system diagnosis
Stakeholder, citizen, and user insight for public decisions
Opportunity identification, portfolio construction, and prioritisation
Policy design and service design for public outcomes
Experimentation, evidence, and adaptive learning
Governance, accountability, and risk in public innovation
Implementation pathways, scaling decisions, and outcome measurement
البرنامج اليومي
Day 1 — Government Innovation, Public Value, and Strategic Problem Framing: Government innovation as a management and policy discipline in the public sector; Public value, institutional performance, and delivery improvement; Distinguishing symptoms, root causes, and system-level constraints; Framing complex public problems for strategic decision-making; Linking innovation efforts to mandate, policy priorities, and institutional capability
Day 2 — Stakeholder Insight and Opportunity Portfolio Development: Mapping stakeholders, interests, influence, and accountability relationships; Using citizen and user insight to inform policy and service choices; Identifying pain points, unmet needs, and delivery bottlenecks; Generating innovation opportunities across policy, service, process, and operating model dimensions; Prioritising an opportunity portfolio by value, feasibility, risk, and timing
Day 3 — Designing Policy and Service Responses: Translating strategic priorities into policy and service concepts; Designing interventions around user journeys, access, equity, and institutional practicality; Connecting front-stage service experience with back-stage operating requirements; Defining assumptions, design choices, and trade-offs in public interventions; Preparing concepts for testing, iteration, and decision review
Day 4 — Experimentation, Evidence, Governance, and Risk: Selecting appropriate experimentation approaches for public-sector settings; Designing tests, pilots, and learning loops for uncertain interventions; Determining evidence needs, performance signals, and decision thresholds; Addressing governance, accountability, and ethical considerations; Managing implementation, policy, operational, and reputational risks in innovation initiatives
Day 5 — Implementation Pathways, Scaling Decisions, and Outcome Measurement: Building implementation pathways with ownership, sequencing, and dependencies; Choosing between pilot continuation, adaptation, mainstreaming, or discontinuation; Assessing conditions for scaling across units, regions, or service lines; Defining measures for public outcomes, delivery performance, and organisational learning; Integrating programme outputs into a coherent innovation roadmap for institutional use
منهجية التنفيذ
Structured diagnosis of live public-sector challenges using public value, system, and delivery lenses.
Problem-framing clinics that convert broad reform ambitions into analysable policy or service questions.
Stakeholder and user-insight synthesis exercises focused on decision relevance rather than general consultation.
Portfolio prioritisation workshops that compare opportunities by public value, feasibility, urgency, and institutional risk.
Policy and service blueprinting sessions that connect design choices to operational realities and implementation constraints.
Experiment design labs that define hypotheses, tests, evidence thresholds, and learning decisions for government settings.
Governance scenario analysis covering accountability, approvals, risk ownership, and cross-functional coordination.
Capstone roadmap development in which participants integrate design, experimentation, governance, scaling, and measurement choices into one coherent innovation approach.
منهجية التنفيذ
Structured diagnosis of live public-sector challenges using public value, system, and delivery lenses.
Problem-framing clinics that convert broad reform ambitions into analysable policy or service questions.
Stakeholder and user-insight synthesis exercises focused on decision relevance rather than general consultation.
Portfolio prioritisation workshops that compare opportunities by public value, feasibility, urgency, and institutional risk.
Policy and service blueprinting sessions that connect design choices to operational realities and implementation constraints.
Experiment design labs that define hypotheses, tests, evidence thresholds, and learning decisions for government settings.
Governance scenario analysis covering accountability, approvals, risk ownership, and cross-functional coordination.
Capstone roadmap development in which participants integrate design, experimentation, governance, scaling, and measurement choices into one coherent innovation approach.
Digital Transformation in the Public Sector
5 days
الخطوة التالية
اطلبوا عرض سعر لبرنامج إدارة المواهب وبناء القدرات
أخبرونا بالمدينة والمواعيد وعدد المشاركين — وسنعود إليكم بعرض متكامل.
Executive Programme in Government Innovation and Public Value
This five-day programme examines government innovation as a structured management and policy capability rather than a set of isolated initiatives. It equips senior leaders and programme owners to frame complex public problems, generate and prioritise opportunity portfolios, design policy and service responses, test assumptions through evidence, manage governance and risk, and plan implementation and scaling decisions with a clear focus on public outcomes.
Executive Programme in Government Innovation and Public Value
This five-day programme examines government innovation as a structured management and policy capability rather than a set of isolated initiatives. It equips senior leaders and programme owners to frame complex public problems, generate and prioritise opportunity portfolios, design policy and service responses, test assumptions through evidence, manage governance and risk, and plan implementation and scaling decisions with a clear focus on public outcomes.
DURATION
5 days
DELIVERY
AVAILABILITY
Dates on Request
LANGUAGE
English
Programme Overview
This five-day programme examines government innovation as a structured management and policy capability rather than a set of isolated initiatives. It equips senior leaders and programme owners to frame complex public problems, generate and prioritise opportunity portfolios, design policy and service responses, test assumptions through evidence, manage governance and risk, and plan implementation and scaling decisions with a clear focus on public outcomes.
Objectives
Examine the relationship between government innovation, public value, institutional performance, and service and policy outcomes.
Analyse complex public problems using structured framing tools, system perspectives, and causal diagnosis.
Interpret stakeholder, citizen, and user insight to inform innovation priorities and design choices.
Assess innovation opportunities through portfolio logic, prioritisation criteria, and resource implications.
Practise approaches to policy and service design that translate strategic intent into workable interventions.
Develop an understanding of experimentation methods, evidence thresholds, and learning loops in public-sector settings.
Review governance, accountability, risk, and decision-rights issues that shape innovation choices in government.
Explore implementation pathways, scaling options, and measurement approaches for sustained public value.
Key Outcomes
Produce a clearly defined public problem statement linked to strategic priorities and delivery constraints.
Create stakeholder, citizen, and user-insight summaries that inform policy or service redesign.
Build an opportunity portfolio that distinguishes incremental improvement, redesign, and transformational initiatives.
Draft policy or service concepts with an explicit value proposition, operating logic, and implementation considerations.
Prepare an experimentation plan that identifies hypotheses, tests, evidence needs, and decision points.
Outline a governance and risk structure for innovation initiatives within public-sector accountability requirements.
Develop an implementation pathway that sequences actions, ownership, dependencies, and scaling decisions.
Construct a public outcomes measurement framework with indicators for value, delivery, learning, and adaptation.
Who Should Attend
Senior public-sector leaders responsible for institutional performance and public outcomes.
Government strategy directors and central planning leaders.
Innovation directors and heads of public-sector improvement functions.
Policy managers overseeing reform, regulation, or programme design.
Service-design managers responsible for redesigning public services and user journeys.
Transformation leaders managing cross-government or organisational change portfolios.
Programme owners accountable for implementation quality and delivery results.
HR and L&D decision-makers shaping executive capability in government innovation and delivery.
Programme Modules
Public value, government innovation, and the institutional context
Strategic problem framing and system diagnosis
Stakeholder, citizen, and user insight for public decisions
Opportunity identification, portfolio construction, and prioritisation
Policy design and service design for public outcomes
Experimentation, evidence, and adaptive learning
Governance, accountability, and risk in public innovation
Implementation pathways, scaling decisions, and outcome measurement
Daily Structure
Day 1 — Government Innovation, Public Value, and Strategic Problem Framing: Government innovation as a management and policy discipline in the public sector; Public value, institutional performance, and delivery improvement; Distinguishing symptoms, root causes, and system-level constraints; Framing complex public problems for strategic decision-making; Linking innovation efforts to mandate, policy priorities, and institutional capability
Day 2 — Stakeholder Insight and Opportunity Portfolio Development: Mapping stakeholders, interests, influence, and accountability relationships; Using citizen and user insight to inform policy and service choices; Identifying pain points, unmet needs, and delivery bottlenecks; Generating innovation opportunities across policy, service, process, and operating model dimensions; Prioritising an opportunity portfolio by value, feasibility, risk, and timing
Day 3 — Designing Policy and Service Responses: Translating strategic priorities into policy and service concepts; Designing interventions around user journeys, access, equity, and institutional practicality; Connecting front-stage service experience with back-stage operating requirements; Defining assumptions, design choices, and trade-offs in public interventions; Preparing concepts for testing, iteration, and decision review
Day 4 — Experimentation, Evidence, Governance, and Risk: Selecting appropriate experimentation approaches for public-sector settings; Designing tests, pilots, and learning loops for uncertain interventions; Determining evidence needs, performance signals, and decision thresholds; Addressing governance, accountability, and ethical considerations; Managing implementation, policy, operational, and reputational risks in innovation initiatives
Day 5 — Implementation Pathways, Scaling Decisions, and Outcome Measurement: Building implementation pathways with ownership, sequencing, and dependencies; Choosing between pilot continuation, adaptation, mainstreaming, or discontinuation; Assessing conditions for scaling across units, regions, or service lines; Defining measures for public outcomes, delivery performance, and organisational learning; Integrating programme outputs into a coherent innovation roadmap for institutional use
DURATION
5 days
DELIVERY
AVAILABILITY
Dates on Request
LANGUAGE
English
Overview
Objectives
Outcomes
Who Should Attend
Modules
Daily Structure
Methodology
Programme Overview
This five-day programme examines government innovation as a structured management and policy capability rather than a set of isolated initiatives. It equips senior leaders and programme owners to frame complex public problems, generate and prioritise opportunity portfolios, design policy and service responses, test assumptions through evidence, manage governance and risk, and plan implementation and scaling decisions with a clear focus on public outcomes.
Objectives
Examine the relationship between government innovation, public value, institutional performance, and service and policy outcomes.
Analyse complex public problems using structured framing tools, system perspectives, and causal diagnosis.
Interpret stakeholder, citizen, and user insight to inform innovation priorities and design choices.
Assess innovation opportunities through portfolio logic, prioritisation criteria, and resource implications.
Practise approaches to policy and service design that translate strategic intent into workable interventions.
Develop an understanding of experimentation methods, evidence thresholds, and learning loops in public-sector settings.
Review governance, accountability, risk, and decision-rights issues that shape innovation choices in government.
Explore implementation pathways, scaling options, and measurement approaches for sustained public value.
Key Outcomes
Produce a clearly defined public problem statement linked to strategic priorities and delivery constraints.
Create stakeholder, citizen, and user-insight summaries that inform policy or service redesign.
Build an opportunity portfolio that distinguishes incremental improvement, redesign, and transformational initiatives.
Draft policy or service concepts with an explicit value proposition, operating logic, and implementation considerations.
Prepare an experimentation plan that identifies hypotheses, tests, evidence needs, and decision points.
Outline a governance and risk structure for innovation initiatives within public-sector accountability requirements.
Develop an implementation pathway that sequences actions, ownership, dependencies, and scaling decisions.
Construct a public outcomes measurement framework with indicators for value, delivery, learning, and adaptation.
Who Should Attend
Senior public-sector leaders responsible for institutional performance and public outcomes.
Government strategy directors and central planning leaders.
Innovation directors and heads of public-sector improvement functions.
Policy managers overseeing reform, regulation, or programme design.
Service-design managers responsible for redesigning public services and user journeys.
Transformation leaders managing cross-government or organisational change portfolios.
Programme owners accountable for implementation quality and delivery results.
HR and L&D decision-makers shaping executive capability in government innovation and delivery.
Programme Modules
Public value, government innovation, and the institutional context
Strategic problem framing and system diagnosis
Stakeholder, citizen, and user insight for public decisions
Opportunity identification, portfolio construction, and prioritisation
Policy design and service design for public outcomes
Experimentation, evidence, and adaptive learning
Governance, accountability, and risk in public innovation
Implementation pathways, scaling decisions, and outcome measurement
Daily Structure
Day 1 — Government Innovation, Public Value, and Strategic Problem Framing: Government innovation as a management and policy discipline in the public sector; Public value, institutional performance, and delivery improvement; Distinguishing symptoms, root causes, and system-level constraints; Framing complex public problems for strategic decision-making; Linking innovation efforts to mandate, policy priorities, and institutional capability
Day 2 — Stakeholder Insight and Opportunity Portfolio Development: Mapping stakeholders, interests, influence, and accountability relationships; Using citizen and user insight to inform policy and service choices; Identifying pain points, unmet needs, and delivery bottlenecks; Generating innovation opportunities across policy, service, process, and operating model dimensions; Prioritising an opportunity portfolio by value, feasibility, risk, and timing
Day 3 — Designing Policy and Service Responses: Translating strategic priorities into policy and service concepts; Designing interventions around user journeys, access, equity, and institutional practicality; Connecting front-stage service experience with back-stage operating requirements; Defining assumptions, design choices, and trade-offs in public interventions; Preparing concepts for testing, iteration, and decision review
Day 4 — Experimentation, Evidence, Governance, and Risk: Selecting appropriate experimentation approaches for public-sector settings; Designing tests, pilots, and learning loops for uncertain interventions; Determining evidence needs, performance signals, and decision thresholds; Addressing governance, accountability, and ethical considerations; Managing implementation, policy, operational, and reputational risks in innovation initiatives
Day 5 — Implementation Pathways, Scaling Decisions, and Outcome Measurement: Building implementation pathways with ownership, sequencing, and dependencies; Choosing between pilot continuation, adaptation, mainstreaming, or discontinuation; Assessing conditions for scaling across units, regions, or service lines; Defining measures for public outcomes, delivery performance, and organisational learning; Integrating programme outputs into a coherent innovation roadmap for institutional use
Methodology
Structured diagnosis of live public-sector challenges using public value, system, and delivery lenses.
Problem-framing clinics that convert broad reform ambitions into analysable policy or service questions.
Stakeholder and user-insight synthesis exercises focused on decision relevance rather than general consultation.
Portfolio prioritisation workshops that compare opportunities by public value, feasibility, urgency, and institutional risk.
Policy and service blueprinting sessions that connect design choices to operational realities and implementation constraints.
Experiment design labs that define hypotheses, tests, evidence thresholds, and learning decisions for government settings.
Governance scenario analysis covering accountability, approvals, risk ownership, and cross-functional coordination.
Capstone roadmap development in which participants integrate design, experimentation, governance, scaling, and measurement choices into one coherent innovation approach.
Methodology
Structured diagnosis of live public-sector challenges using public value, system, and delivery lenses.
Problem-framing clinics that convert broad reform ambitions into analysable policy or service questions.
Stakeholder and user-insight synthesis exercises focused on decision relevance rather than general consultation.
Portfolio prioritisation workshops that compare opportunities by public value, feasibility, urgency, and institutional risk.
Policy and service blueprinting sessions that connect design choices to operational realities and implementation constraints.
Experiment design labs that define hypotheses, tests, evidence thresholds, and learning decisions for government settings.
Governance scenario analysis covering accountability, approvals, risk ownership, and cross-functional coordination.
Capstone roadmap development in which participants integrate design, experimentation, governance, scaling, and measurement choices into one coherent innovation approach.
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Digital Transformation in the Public Sector
5 days
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