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INJECTING INNOVATION SAFE DISPOSAL OF MEDICAL WASTE THROUGH INNOVATION - Centre for Public ...
THE SOUTH AFRICAN PUBLIC SECTOR INNOVATION JOURNAL

                                                                   VOL. 9 • ISSUE 1 • 2018

    INJECTING
    INNOVATION
    SAFE DISPOSAL
    OF MEDICAL
    WASTE THROUGH
    INNOVATION
     ALSO INSIDE

                   INSIGHTS               PUBLIC SECTOR        AWARDS &
                                                                                             ISSN:2075-6054

                   CAN DESIGN THINKING    INNOVATIONS          ACCOLADES
                   HELP SCHOOLS FIND      KUSINI: INNOVATIVE   2018 PUBLIC SECTOR
                   NEW SOLUTIONS TO OLD   RURAL WATER SUPPLY   INNOVATION AWARDS
                   PROBLEMS?                                   WINNERS
INJECTING INNOVATION SAFE DISPOSAL OF MEDICAL WASTE THROUGH INNOVATION - Centre for Public ...
CENTRE FOR PUBLIC SERVICE
                                             INNOVATION (CPSI)
                                  The CPSI is mandated to develop innovative, sustainable and responsive models for improved
                                  service delivery. The work of the CPSI is guided by an understanding of innovation in a public sector
                                  context as “the creation and implementation of new service delivery solutions (systems, processes,
                                   methods, models, products and services) resulting in significant improvements in outcomes, efficiency,
                                   effectiveness and quality”.

                                   The CPSI facilitates the unearthing, development and implementation of innovative ideas within and
                                   throughout the public sector. It achieves this by facilitating pilot projects aimed at demonstrating the
                                   value of innovative solutions, and through activities that create an enabling environment within the
                                  public sector to support and sustain innovation. The CPSI’s cross-sector reach makes it a resource for
                                  the whole of government, thus bridging institutional boundaries.

                                  Through active research and knowledge sharing platforms and products, the CPSI identifies and shares
                                  lessons and information on innovation trends nationally, across Africa and internationally. The CPSI
                                 partners with a range of individuals and institutions in government,
                                 business and the community in exciting and mutually beneficial ways. This partnership model allows us
                                to leverage financial and/or intellectual capital in support of government priorities.

                              The CPSI is guided by the following fundamental principles:

                             • DEMAND-DRIVEN: The CPSI is committed to responding to identified and clearly articulated service
                            delivery challenges and their root causes.

                           • MULTI-STAKEHOLDER ENGAGEMENT AND PARTNERING: The CPSI does not directly deliver services.
                         Its emphasis is on facilitating partnerships which cut across all spheres and sectors of government to address
                        silos that stifle integration and holistic approaches.

                      • LEVERAGING ICT AS AN ENABLER: The CPSI supports Government departments in enhancing access to
                     services through leveraging and exploiting the power of technology in their operations and services.

                   • REPLICATION: The CPSI advocates for and drives the adaptation, replication and mainstreaming of innovative
                  solutions.

                • EMBRACING DIVERSITY: Innovations rarely happen in a closed circuit or homogeneous setting. To find holistic solutions
               to challenges, multi-stakeholder teams are gathered to interrogate these challenges.

            Vision
           A solution-focused, effective and efficient Public Sector through innovation.

         Mission
         To act as facilitator for the unearthing, development and practical implementation of innovative solutions within and throughout
        the public service.

    Mandate
    • Provide the Minister for Public Service and Administration with independent, diverse and forward-looking research findings
      and advice on innovative service delivery with a specific focus on government’s priorities.
    •    Enhance public service transformation through innovation partnerships for incubating, testing and piloting innovative solutions.
    • Support the creation of an enabling environment for innovation within the structures and agencies of the South African
      government.

2                                                                                                                 VOL. 9 ISSUE 1 2018
INJECTING INNOVATION SAFE DISPOSAL OF MEDICAL WASTE THROUGH INNOVATION - Centre for Public ...
CONTENT

1.     EDITORIAL                                                                             05
1.1    Editor                                                                                05
1.2    Minister’s Call                                                                       06
1.3    Message from the Deputy Minister                                                      08
1.4    From the CEO’s Desk                                                                   10

2.     INSIGHTS                                                                              14
2.1    Should Achievement of the Sustainable Development Goals in Africa                     14
       be the Monopoly of the Public Sector?
2.2    What 40 Years of Research Reveals About the Difference Between                        20
       Disruptive and Radical Innovation
2.3    Can Design Thinking Help Schools Find New Solutions to Old 		                         22
       Problems?
2.4    Do you have a powerful Innovation Story?                                              24
2.5    Enough Innovation Already!                                                            26

3.     PUBLIC SECTOR INNOVATION                                                              30
3.1    Innovative Rural Water Supply                                                         30
                                                                                                            ISSN:2075-6054
3.2    Patient-driven Health Safety Innovation                                               31
3.3    Learner Admission made Easy                                                           34         Ideas That Work: The
                                                                                                     South African Public Sector
                                                                                                       Innovation Journal is a
4.     NEWS BRIEFS                                                                           36      biannual journal published
4.1    Reflecting on the 12th South African Public Sector Innovation 		                      36             by the CPSI.
       Conference
4.2    Empowered Futures Workshop – Planning Towards 2019-2024                               38
                                                                                                      The views of the authors
4.3    Cell C Take a Girl Child to Work Day                                                  40          may not necessarily
4.4    The 9th SADC UNPAN Workshop                                                           42         be those of the CPSI.
4.5    Launch of Tuksnovation                                                                43      Copyright of material in this
4.6    Emerging technologies on education to bridge the digital gap                          44      publication is vested in the
                                                                                                      CPSI and/or the authors.
                                                                                                      Requests to republish any
5.     AWARDS AND ACCOLADES                                                                  46
                                                                                                      of the material should be
5.1    16th Annual Public Sector Innovation Awards                                           46         directed to the CPSI.
5.2    Public Sector Innovation Trailblazer Scoops Gold                                      50
5.3    UCT professor named one of 50 World’s Greatest Leaders                                50
                                                                                                      An electronic copy of this
       for 2018                                                                                      journal can be downloaded
5.4    SA Entrepreneur honoured with the Queen’s Young Leader Award                          51         from www.cpsi.co.za/
5.5    These are Africa’s most promising Entrepreneurs - Forbes Africa                       52            publications.php

6.     REVIEWS                                                                               54
                                                                                                            ADDRESS:
6.1    What a Great Idea! Awesome South African Inventions                                   54      Corporate 66 Office Park,
                                                                                                     Cnr Lenchen & Von Willich,
                                                                                                          Centurion, 0046

                                                                                                       Tel: +27 (12) 683 2800
                                                                                                       Fax: +27 (12) 643 0943
                                                                                                       E-mail: journal@cpsi.co.za
                                                                                                           www.cpsi.co.za

                                                                                                      SEND CONTRIBUTIONS
                                                                                                        TO THE EDITOR AT
                                                                                                      THE ABOVE CONTACT
                                                                                                            DETAILS.

MANAGING EDITOR Lydia Phalwane • EDITOR Welcome Sekwati • EDITORIAL TEAM Nsizwa Dlamini, Qinisile Delwa, Pierre Schoonraad,
Lindani Mthethwa • DESIGN AND LAYOUT Siyethemba Mthethwa • PRINTING Moshate Communications

VOL. 9 ISSUE 1 2018                                                                                                            3
INJECTING INNOVATION SAFE DISPOSAL OF MEDICAL WASTE THROUGH INNOVATION - Centre for Public ...
EDITORIAL TEAM

From left to right:

WELCOME SEKWATI - Deputy Director: Enabling Environment

QINISILE DELWA - Executive Director (Acting)

LYDIA SEBOKEDI - Chief Director: Enabling Environment

PIERRE SCHOONRAAD - Chief Director: Research and Development

LINDANI MTHETHWA - Chief Director: Solution Support and Incubation

NSIZWA DLAMINI - Deputy Director: Innovation Research

SIYETHEMBA MTHETHWA - Deputy Director: Multimedia Innovation

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INJECTING INNOVATION SAFE DISPOSAL OF MEDICAL WASTE THROUGH INNOVATION - Centre for Public ...
EDITORIAL

CALL TO INNOVATE
Hello and a hearty welcome to the spring         Admission System, and the Safe Disposal
edition of Ideas that Work – The South           of Insulin Needles and Syringes from Port
African Public Sector Innovation Journal.        Shepstone Regional Hospital in KZN.
                                                 The former has drastically eased the
Ideas that Work is one of our versatile          registration chaos that was a common sight
information and knowledge management             in Gauteng Education facilities every year
platforms that are highly indispensable          while the latter made a huge difference in
in our ability as the Centre for Public          the management of patients with Diabetes
Service Innovation (CPSI) to carry out our       at the Port Shepstone Regional Hospital.
mandate. This strategic mandate entrusts
us with a government-wide responsibility         The insights section is bulky but
to promote the adoption and practice             importantly quite absorbing and
of innovation and creative thinking as           enlightening. We have generously let you
a culture in the public service as our           in on a number of events or workshops that
contribution towards its transformation          we held beating the innovation drum. We        giving you a medley of groundbreaking,
and reform.                                      feature a report on the 9th SADC/UNPAN         and impressive accounts of innovations
                                                 workshop where supported by UNDPSA,            by various pioneers and trailblazers
The journal also serves as a knowledge           we hosted colleagues from neighbouring         which have upset the norm in the way
and information sharing and exchange             countries in the SADC region to share and      certain services have been conventionally
platform for empowered, knowledgeable            benchmark on innovation. In addition, we       delivered. These range from medical
public servants that can perform                 include a report from the Foresighting         inventions, IT innovations, solar energy
competitively in this knowledge economy.         Workshop held on the 9th of July 2018 titled   usage, etc. This is to say to you as a reader
It is a repository and point of reference for    Foresighting as an Effective Planning Tool     that you also can do something to improve
best-practices, case studies and articles        to Improve Public Sector Service Delivery.     your work rather than go with the flow.
on projects and innovations with a valid         We also include a short report on our CPSI
footprint in improving service delivery to       Public Service Innovation Conference held      And, considering that one of our aims
citizens. The journal plays a critical role in   in Cape Town in August this year.              is to celebrate the winning innovative
showcasing and publicising these projects                                                       spirit, we include under our awards and
for possible replication in areas with similar   Quite special to us, we also feature in this   accolades section, special individuals
challenges.                                      edition, two articles about two special        that have by virtue of their sterling work
                                                 people whose remarkable work in the            gained recognition as pioneers. These
This spring edition is packed with a healthy     innovation space and continue to make us       include a Professor who became one
dose of informative and captivating              proud. These are Ms Ragophala, former          of the 50 world’s greatest leaders for
articles, case studies and various               principal of Pulamadibogo Primary School       2018, Thamsanqa Hoza, a South African
information pieces covering a wide range         in Limpopo and Ms Reabetswe Ngwane an          entrepreneur who was recently honoured
of topics on innovation. We have cast our        entrepreneur from North West Province.         with the Queen’s Younger Leader Award,
net quite widely even beyond our borders         And finally, we feature more articles from     and a list of Africa’s most promising young
to bring you articles from other leading         our sister-publications on a wide range of     entrepreneurs by Forbes Africa.
publications elsewhere in the world to let       topics on innovation.
you in on some international perspectives                                                       We are all innovators in our own right and
on innovation. We have to break out of this      Our journal would not be complete without      together we can make a change!! 
silo confinement!!

On innovations from public service                  The journal also serves as a
departments and institutions from across
the three spheres of our government,
                                                 knowledge and information sharing
the ones that I proudly refer to as ‘home        and exchange platform for empowered,
grown’ solutions, we feature amongst
others, two projects that were category          knowledgeable public servants that
winners in our 2017 Public Sector                can perform competitively in this
Innovation Awards, namely the Gauteng
Department of Education Electronic               knowledge economy.

VOL. 9 ISSUE 1 2018                                                                                                                      5
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MINISTER’S CALL

COLLABORATIVE
INNOVATION IN
GOVERNMENT PAVING
THE WAY FOR SOCIO-
ECONOMIC GROWTH
AND DEVELOPMENT
By Hon Ms A Dlodlo, (MP)
Minister for Public Service and Administration

   Now in 2030 we live in a country which we have remade.
We have created a home where everybody feels free yet bounded to others;
where everyone embraces their full potential.
We are proud to be a community that cares…       - VISION 2030

In his maiden State of the Nation Address,     He recommended the immediate                    challenges of poverty, unemployment and
President Ramaphosa pronounced 2018 as         establishment of effective partnerships         inequality.
a watershed year – a defining moment in        which will include key role-players, the
our history, a year of hope and renewal        private sector, SMMEs, civil society and        A number of years ago, South Africa
where measures will be introduced to           the youth in particular for their visionary     adapted the National Development Plan
set the country on a new path of growth,       nature and fervent attitude. As a way of        (NDP). The NDP serves as a roadmap and
employment and transformation.                 demonstrating his commitment and high           its key objective is to guide South Africa
                                               regard for the youth in terms of socio-         away from the triple challenges by setting
“Our task as South Africans,” he declared,     economic revival, he set up the YES (Youth      three priorities: Raising employment
is to seize this moment of hope and            Employment Services) initiative.                through faster economic growth,
renewal and to work together to ensure                                                         improving the quality of education,
that it makes a meaningful difference in       The YES initiative is one of the first social   skills development and innovation, and
the lives of our people.”                      compacts between government, business           building the capability of the state to play
                                               and labour dedicated to give one million        a developmental, transformative role.
Our country is admittedly still burdened       youth one million opportunities to
with many socio-economic challenges            succeed, while securing South Africa’s          Vision 2030, which is encapsulated in
that threaten to obfuscate and distort the     economic prosperity. This initiative boasts     the NDP, demands of the public sector
positive picture that has emerged over the     a collaboration that boldly responds to our     major adjustments both in policy and
years from our hard work. Importantly,         country’s unemployment crisis amongst           operations to achieve performance levels
these challenges take our eyes off the         young people.                                   to further accelerate delivery on our
future we have to create. In the face of all                                                   developmental agenda. These include
of this, the President made a rallying call    The YES initiative is but a tip of an iceberg   strengthening of inter-governmental
for social partners in South Africa to stand   given the amount of reconstructive work         relations for integrated, collaborative and
together and work hard to build a social       required in terms of our social compact.        seamless service delivery at all levels but
compact upon which drivers of economic         We still have, looming large in our national    most importantly it demands an enabling
recovery can be created and sustained.         horizon, the ominous reality of the triple      environment where “Innovation should

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INJECTING INNOVATION SAFE DISPOSAL OF MEDICAL WASTE THROUGH INNOVATION - Centre for Public ...
start to become pervasive across state,       Most departments struggle with recurring       young people who are enterprising and
business and social sectors”, where           challenges where existing solutions and        responding to the 4th Industrial Revolution
“innovation focuses on improved public        resources are not adequate. Innovation         by developing innovative solutions in-
services and on goods and services aimed      creativity and openness to change can          house.
at low-income sectors”.                       however, become a catalyst for radical
                                              transformation. Although our primary           We continue to attract highly enthused
As we seize the moment of hope                role is to help government institutions        and passionate youth across the lengths
and renewal, we have to consider the          embracing innovation, we have to leverage      and breaths of our country through a series
significance and the new role the Public      the creativity of all South Africans who are   of hackathons. These hackathons provide
Service and Administration portfolio          saying Thuma Mina. The CPSI is currently       tech-savvy youth with an opportunity
should play. The YES generation requires      working with SMME innovators in safety         to explore e-government solutions to
a public service with less Red Tape, a        and security, improving our maternal           improve citizen access to services. This
public service that is agile, responsive      referral system and improving frontline        programme promises to open a new
and one where innovation is prized.           service delivery at Home Affairs.              window of possibilities for our government
One institution in my portfolio is already                                                   and citizens alike by exploiting the
positioned for this role as a catalyst for    Through the work of the CPSI, particularly     immense potential of mobile technologies
collaborative innovation. The Centre for      the Annual Public Sector Awards                to enhance citizen’s access to cost-
Public Service Innovation, albeit a very      Programme, we are seeing more and more         effective services anytime, anywhere thus
small entity, is already, through various     public servants at the coal face who are       defying spatial, demographic and socio-
projects and programmes, creating and         increasingly challenging outdated ways of      economic challenges.
supporting a culture in which innovation is   doing things that are no longer meeting
encouraged, rewarded and mainstreamed         the needs of our connected, sophisticated      Some of the examples of such solutions
in the public sector.                         and informed citizens. They are pushing        address air pollution, children and women
                                              boundaries to move beyond the ordinary         abuse, amongst others. Not only are
Working with the CPSI and guided by           and to find new, extra-ordinary ways of        these innovations having a potential to
the NDP, government institutions need         delivering services. Furthermore, more         save government millions of rands, most
to fully leverage innovation as one of the    and more coders and developers are             importantly, they clearly redefine service
main building-blocks for a capable state.     employed by government, many of them           standards and improve service delivery.
                                                                                             These innovations further demonstrate the
                                                                                             hunger to be part of the change we want
                                                                                             to see. They tell a story of a public sector
                                                                                             that is capable of thinking progressively
                                                                                             and is solution-driven.

                                                                                             Our government can make significant
                                                                                             strides in dealing with poverty,
                                                                                             unemployment and other inequalities in
                                                                                             our society if we all play our part. We all
                                                                                             need to work together and rally around
                                                                                             the call for transformation in the public
                                                                                             sector to become an innovative and
                                                                                             creative machinery. It is important that
                                                                                             we continue to create and nurture an
                                                                                             innovation friendly environment, not only
                                                                                             within the public sector but tapping into
                                                                                             the creative commons of our communities.
                                                                                             This will ensure that we continue to build
                                                                                             a solution-focused, effective and efficient
                                                                                             public sector through innovation. 

    We all assist the institutions we have creatively redesigned to meet
our varied needs; we reach out across communities to strengthen
our resolve to live with honesty, to be set against corruption and
dehumanising actions…           - VISION 2030
VOL. 9 ISSUE 1 2018                                                                                                                  7
INJECTING INNOVATION SAFE DISPOSAL OF MEDICAL WASTE THROUGH INNOVATION - Centre for Public ...
MESSAGE FROM THE DEPUTY MINISTER

PROFESSIONALIZING
THE PUBLIC SERVICE A
KEY CONSTITUTIONAL
IMPERATIVE
By Hon Dr Chana Pilane-Majake, (MP)
Deputy Minister for the Public Service and Administration

Based on a Keynote Address by Dr Chana Pilane-Majake MP - Deputy Minister for
Public Service and Administration, at the Public Service Commission Roundtable
Discussion, UNISA, Pretoria - September 2018
“The National Development Plan high-           a professional body or association to             work challenges. Leadership on the other
lights the need for well run and effectively   oversee and regulate the affairs and              hand is a key requirement in public sector
coordinated state institutions with            conduct of members of the profession.             success in terms of decision-making,
skilled and capable public servants who                                                          planning and implementation while
are committed to the public good and           One must admit that professionalising             innovation is a key enabler and catalyst of
capable of consistently delivering high        the public service is not easy and requires       service delivery improvement in the public
quality services, whilst prioritizing the      strong partnerships amongst government            sector through the use of new and creative
nation’s developmental objectives.”            departments, Academia, Professional               ways of working.
                                               Associations, Private Sector and Civil
One of the critical areas that need to         Society. Alignment amongst these                  Considering the pre-eminence of such
be re-examined, is the issue of the            partners is still a challenge. Curriculum for     inevitable realities as the 4th Industrial
professionalisation of all jobs, occupations   Universities must be informed by Public           Revolution (4IR), the public sector needs
and trades in the public service. This is      Service needs that do not remain the same         to embrace and fully leverage innovation
a social process whereby a trade or            as society changes. University research           to be able to change its performance and
occupation is transformed into a true          must also be focused on public service            productivity.
profession of the highest integrity and        challenges to come up with solutions
competence. This process tends to involve      backed by authentic empirical evidence.           One of the key skills needed in response
establishing acceptable qualifications,                                                          to the 4IR is, amongst others, coding skills
                                               The White Paper on Transformation of the          to wean government from off-the-shelf
                                               Public Service emphasises the need to             solutions. This will, in the long run, save
                                               promote professional ethos and ongoing            government millions of Rands in licensing
                                               skills training for all employees at all levels   fees amongst others. We need to ensure
                                               as part of their professional life. Such skills   that each department, across all spheres of
                                               and competencies will not only be                 government starts to create opportunities
                                               occupational, technical and professional          for systems developers to contribute to
                                               in nature, but they must also relate              improved service delivery.
                                               to problem- solving, innovation and
                                               leadership.                                       In conclusion, let me remind you of the
                                                                                                 role innovation can play towards meeting
                                               Problem- solving as a skill, is a key marker      the objectives of the NDP Vision 2030, that
                                               of maturity and independence where an             of alleviating poverty, inequality and
                                               employee is able to deal with day to day          unemployment by 2030. 

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VOL. 9 ISSUE 1 2018   9
INJECTING INNOVATION SAFE DISPOSAL OF MEDICAL WASTE THROUGH INNOVATION - Centre for Public ...
FROM THE AED’S DESK

PUBLIC SECTOR
INNOVATION: AN
IMPERATIVE FOR SERVICE
DELIVERY

By Qinisile Delwa
Acting CEO: Centre for Public Service Innovation

I have no doubt in my mind that we have       cost-effective and innovative solutions           needs to find a way of providing a
creative and innovative public servants       to existing service delivery challenges.          seamless service experience and reducing
across the length and breadth of our          Similar to the private sector, the public         citizens’ cost-to-be-served while achieving
country. What these innovators lack is an     sector needs to cultivate an environment          efficiencies that help reduce government’s
environment that unlocks and nurtures         that unlocks innovation as a catalyst for         cost-to-serve.
innovation and innovative thinking.           enhanced productivity and performance
                                              in service delivery.                              Even more interesting is the kind of citizenry
Our task as the CPSI is to find ways in                                                         that government has to provide services
which we work with partners in the public     Innovation to me is a game-changer and            to. The citizen is fast becoming tech-savvy,
and private sector to create an enabling      should be elevated to a basic necessity           more informed and thus demanding more
environment for innovation to thrive.         that is indispensable, particularly in so far     efficient, more personalized services and
This is one task I consider exciting and      as the provision of services by the state to      multiple channels of access to match their
equally daunting, it has the potential to     citizens is concerned.                            preferences. The citizen we serve wants a
positively change the relationship between                                                      coordinated, accessible and integrated
government and the citizen.                   Countries around the world are faced with         experience. They expect their government
                                              serious economic challenges that lead to          to know where they are located and
The public service needs to accelerate        shrinking government budgets, which               what type needs they want addressed.
efforts to robustly harness the vast          would inescapably have a debilitating             In essence, the citizen wants us to be a
potential that technology can offer to find   impact on the ability of the state to             government that is flexible and rapid in
                                              successfully meet its socio-economic              our response to the needs of our citizens.
                                              objectives. And yet, it is within this volatile
                                              atmosphere that our government has to             Working with the CPSI and guided by
                                              continue providing service to citizens            the NDP, government institutions need
                                              effectively and efficiently. Government has       to fully leverage innovation as one of
                                              to find a way of delivering a comprehensive       the main building-blocks for a capable
                                              bouquet of public services which are tailor-      developmental state that is envisaged
                                              made to respond to the needs of citizens          in the National Development Plan
                                              in an efficient and cost-effective manner         and the mandate of the Public Service
                                              and thus making a difference where it             and Administration portfolio. Most
                                              matters most.                                     departments struggle with recurring
                                                                                                challenges where existing solutions and
                                              What also matters is how and at what cost,        resources are not adequate. Innovation,
                                              especially within the prevailing economic         creativity and openness to change can
                                              climate with its possible budget cuts, such       however become a catalyst for radical
                                              services can be provided. Government              transformation.    But, what is most

10                                                                                                                          VOL. 9 ISSUE 1 2018
Celebrating 20 years of making mental health matter

important is a collaborative effort by all
government institutions to change their
internal work environment into one that
stimulates and nurtures innovation that is
totally embracive to creative thinking and
curiosity.

The importance of exploring new and               MAKING MENTAL HEALTH
cost-effective ways of delivering services
to the modern-day citizen can never be             MATTER FOR 20 YEARS
overstated. Given that, is it therefore
not astonishing that the public service
continues to be known for their adversity
toward innovation? Would this be as
a result of the need to swap the usual
‘comfort zone’ in favour of change with
its unpredictable and lesser-known
consequences?
                                                      • 15 HELP LINES
In a sense, the pursuit for innovation sets a
tall order for the public service to continue   • SCHOOL SUICIDE PREVENTION
creating and implementing new service
delivery solutions (systems, processes,
                                                       PROGRAMME
methodologies, models, products and
methods) which will enhance productivity,       • RURAL OUTREACH PROJECTS
as well as effective and efficient outcomes.

The public service needs to constantly
                                                • CORPORATE WELLNESS DAYS
strive to find extraordinary and radical ways
of improving access to public services in all   • OVER 200 SUPPORT GROUPS
sectors (education, health, infrastructure,
etc.).

Service challenges are never static but
are complex and dynamic in nature. The
public sector therefore needs to continue
to explore for more innovative solutions
based on the expectations and diverse                Help line: 0800 21 22 23
needs of this dynamic citizenry. We
further need to enthuse public servants              Website: www.sadag.org
to embrace innovation. The underlying                       SMS: 31393
defining mantra in this regard is that there
is always another better and improved way.

With all the above, there is no doubt
whatsoever that innovation and creativity
in the public service is neither negotiable,
nor is it an option. It must feature
prominently as a key deliverable in the
balance scorecards performance contracts
of government senior officials. But equally
important, is for the public sector to
work relentlessly to transform its internal
environment into one that stimulates,
promotes, showcases and incentivises
innovation. 

VOL. 9 ISSUE 1 2018                                                                                         11
12   VOL. 9 ISSUE 1 2018
Manager: Mr Letsholo Mojanaga
                      Tel: 083 289 0492
                      Email: letsholo.mojanaga@undp.org

                      Manager: Ms. Janice Golding
                      Tel: 076 539 3479
                      Email: janice.golding@undp.org

                      Manager: Mr Bongani Matomela
                      Tel: 082 688 8096
                      Email: bongani.matomela@undp.org

                      Manager: Ms. Nelly Mwaka
                      Tel: 071 600 6385
                      Email: nelly.mwaka@undp.org

VOL. 9 ISSUE 1 2018                                    13
INSIGHTS

SHOULD ACHIEVEMENT OF THE
SUSTAINABLE DEVELOPMENT GOALS
IN AFRICA BE THE MONOPOLY OF THE
PUBLIC SECTOR?
By Mrs Bridget Katsriku, Chairman, Public Services
Commission, Ghana

Introduction                                 partners or actors within this development   of fifteen years. The main objectives
                                             space, shall be examined, with a focus       were to: eradicate extreme poverty
This article is intended to stimulate        on how to leverage the synergies of this     and hunger; achieve universal primary
discussions around mechanisms for the        important but often side-lined sector to     education; promote gender equality and
achieving Sustainable Development            ensure maximum spread and success of         empower women; reduce child mortality;
Goals (SDGs) within the African Region.      the SDGs.                                    improve maternal health; combat HIV/
It focuses on the public sector’s role                                                    AIDS, malaria, and other diseases; ensure
in the SDGs, using achievements and          The Millennium Development                   environmental sustainability; and promote
lessons from the 2000- 2015 Millennium       Goals and how Africa faired in               a global partnership for development.
Development Goals to provide alternative     the global context
approaches for successful implementation.                                                 A 2010 United Nations (UN) report on the
It also highlights some of the processes     The Millennium Development Goals             MDGs indicated that although a lot of
by which countries in Africa may trigger     (MDGs) were eight global initiatives         encouraging achievements were being
change for sustainable impact of the         adopted by the United Nations to improve     made at a global level, the sub-Saharan
SDGs. In addition, the role, especially of   upon the living standards of the world’s     African Region, lagged significantly behind
civil society and other non-governmental     population, with an implementation period    the plan in most of the goals set. Even

14                                                                                                                  VOL. 9 ISSUE 1 2018
then, there existed significant disparities    The Nigerian experience in the                 governance, albeit, with a few countries
among the various countries in Africa as       implementation of the MDGs also presents       still struggling under autocratic regimes
highlighted in a 2013 UN report. Some          chronically mixed results. Within the          or makeshift democracies. Innovative
countries in Africa had made modest            context of the MDGs Framework, Nigeria’s       approaches were adopted to surmount
progress in achieving many goals, while        efforts mainly focused upon improving          barriers to achieving the MDGs. Some of
others had achieved very little in realising   health care delivery, notably in the areas     the barriers were quite unique to the set
any of the MDGs.                               of maternal and child mortality reduction,     targets themselves; others were country-
                                               eradicating polio through: effective           specific; while others were broadly shared
In underscoring the progress and               national and international partnership;        challenges.
challenges found in the implementation         and the reduction in the spread of malaria,
of the MDGs, Tilahun Kassaye (2010) in his     HIV and AIDS. Some modest progress was         Some of the common problems faced
paper “Millennium Development Goals:           recorded in the achievement of a higher        by many African nations have been
Progress and Challenges” stated that “The      net enrolment rate in basic education,         categorized as:
MDGs did represent an unprecedented            gender parity at the primary school level,
opportunity for partnership among              and improved access to safe drinking           •   Weak governance systems
nations to better the lives of the hungry      water.                                         •   Conflict, insecurity and instability
and poor people across the globe”. He                                                         •   Increasing food prices
was, however, sceptical about the progress     These       modest         achievements,       •   Incidence of diseases and epidemics
Africa had made with only five years to        notwithstanding, Rwanda, Ghana and             •   Environmental degradation
the target date. By 2015, the assessment       Nigeria and for that matter the rest of        •   Global economic crisis
made in the country reports indicated that     Africa, have unfinished business in all the
progress towards reaching the MDGs was         targets that need to be rolled over to the     Clearly, most of the challenges mentioned
fairly uneven across African countries.        SDGs implementation framework. This,           above are critical issues best addressed
                                               therefore, calls for post evaluation of what   by government and public administration
In this article, the experiences of three      went wrong.                                    institutions, since most issues and targets
countries, namely, Rwanda, Ghana and                                                          contained within the MDGs were primarily
Nigeria, will be examined.                     Highlights of the                              social factors and issues of public goods
                                               implementation challenges                      and services, delivered by public service
Rwanda achieved all MDGs at the goals          faced by African nations in                    institutions.
level and all targets were met, except         achieving the MDGS
the ones on poverty, stunting and waged                                                       Against this backdrop, the public sector
employment for women. Notable progress         Critics of the MDGs have cited lack of         role in achievement of the MDGs cannot
was chalked in eliminating extreme             analysis and justification behind the          be over-emphasized. However, it is
poverty, and gender, education and health      chosen goals and objectives, and the           still important that in addressing these
targets were exceeded.                         difficulty or lack of measurements for some    challenges, coupled with the complexities
                                               goals and the uneven level of progress         of public administration, more adaptive
In the case of Ghana some of the goals         among countries, amongst others. A             and inclusive approaches need to be
were achieved. Targets such as halving         one-size fits-all panacea for assessment       adopted. More so when, many of the
extreme poverty, the proportion of people      of progress was assumed as a standard          public sector institutions were not only
without access to safe drinking water,         message. Others also believe that the          considered weak, inefficient and insensitive
universal primary education and gender         Goals were too ambitious and based             to the needs of citizens, but also had
parity in primary school were attained.        on western standards, not taking into          limited resources and outreach capacity
Substantial progress had also been made        consideration conditions prevailing in the     to reach those who needed the services
in reducing HIV prevalence, increasing         developing world. These arguments, even        the most. With hindsight, partnerships
access to information and communications       though valid up to a point, did not negate     with civil society and local communities to
technologies (ICTs) and reducing the           the relevance of down-to-earth initiatives     support initiatives would have produced
proportion of people suffering from            and common sense MDGs. Developing              better results.
hunger. However, little progress was made      African countries do not have any excuse
towards meeting the targets of achieving       for not meeting the goals. Indeed, they        Sadly, in the African context, governments
full and productive employment; equal          were part of the negotiations of the MDGs      have regarded partnerships from a myopic
share of women in wage employment in           from the beginning to the end and had          standpoint and are mostly comfortable
non-agriculture sector and involvement in      pledged to improve on their governance         with the international development
governance; reducing under-five and child      systems and their citizen participation        partners. The focus was mainly on how
mortality and reducing maternal mortality;     models in development to achieve them.         they could leverage aid from development
and reversing the loss of environmental        Significant progress had been made by          partners to implement their MDGs
resources and improving sanitation.            African countries to improve democratic        programmes. African governments failed

VOL. 9 ISSUE 1 2018                                                                                                                   15
INSIGHTS

                                                                                                  The 20th century has witnessed radical
                                                                                                  changes in the role of the state the world
                                                                                                  over. The basic function of the state,
                                                                                                  which is made up of a number of public
                                                                                                  sectors, was to provide goods and services
                                                                                                  to citizens based on policies, rules and
                                                                                                  regulations. However, the public sector in
                                                                                                  Africa was not able to perform its function
                                                                                                  effectively because of its inordinate focus
                                                                                                  on power, lack of accountability and
                                                                                                  transparency, and indifference towards
                                                                                                  the needs of its citizens, amongst others.
                                                                                                  Traditionally, it has been the role of the
                                                                                                  state to provide substantive rules on the
                                                                                                  content of socio-economic transactions
                                                                                                  such as health, education, housing,
                                                                                                  agriculture, labour laws, import controls,
                                                                                                  etc.

                                                                                                  With increased privatisation in the 21st
                                                                                                  century (a shift from public to private
to partner with their own local counterparts      unpaid but encouraged and supported to          provision of goods and services) as
in finding solutions to local problems.           form cooperatives of their own and with         well as the over-powering influence of
They were oblivious to the fact that some         their families’ support. The effectiveness of   globalisation, it can be argued that the
of the problems their countries faced were        this level of community involvement seems       functions of the state have taken on a
created one way or another by their own           to suggest that the SDGs, which have            new focus. It has shifted from being a
citizens. To effect positive changes, the         replaced the MDGs, may be attainable if         sole and direct provider of public goods
people must be involved in identification         African countries adopt the all-inclusive       and services to a regulator, controlling the
of problems and their eventual solutions.         local approach. Rwanda demonstrated             processes of effective service delivery in
                                                  that achieving the MDGs was possible even       both the social, political and economic
The prevailing practice and belief that           for a country with limited resources and        context. It looks to manage issues of,
the public sector has the solution to each        that the partnership approach between           for instance, competition to ensure fair
problem has strengthened the notion of            government and civil society played a           market practices, regulating privatised
government as an all-knowing solutions            major role in attaining success: “national      industries, regulating the provision
provider to their citizens without involving      ownership involving stakeholders from all       of social and economic services and
them in key decisions. In some cases,             sectors that is not matched in many other       preventing monopolistic behaviour. This
solutions were benchmarked wrongly                African countries – or countries elsewhere      implies a reduced role for the state in
against foreign examples, which did not fit       in the world.” (World Bank, 2014).              national economic management. The
into local conditions. This was the case in                                                       state is, instead, expected to provide an
the implementation of the MDGs as public          The role of the state and the                   enabling environment for private sector
authorities took control of all of its aspects.   public sector                                   economic activities by implementing
Individual ministries, departments and                                                            appropriate socio-economic policy
agencies (MDAs) undertook planning and            Over the years and for many reasons, there      reforms and providing the necessary
implementation of programmes with little          have been tremendous developments               enabling environment to promote growth.
or no public consultation coupled with            and changes in the role of the state. The       The state is also required to take the lead
poor coordination and collaboration even          role of the state has been changing due         in providing the economic and social
amongst themselves. There were little or          to various customs, traditions, values, as      infrastructure, in some cases working with
no effective accountability frameworks            well as political, economic, social, and        investors and other partners. This role
that involved the local population who            technological advancements. These               shift should have contributed largely to
could attest to the effectiveness or              factors have greatly impacted the manner        the adoption of innovative approaches
otherwise of services. One acclaimed              in which the state and state actors have        facilitating the achievement of the SDGs,
exception was Rwanda, which excelled in           related to the development of policies,         however these failed to materialise as the
the implementation of the health targets          rules and regulations to meet the               public sectors in Africa lacked the capacity
by involving local communities through            challenges of the people and the time, at       to exploit the new dimensions of their roles
appointment of volunteer community                the national, international, sub-regional       to their advantage. Therefore, the public
health workers. These resources were              and more importantly at the local levels.       sector in Africa continues to do business

16                                                                                                                           VOL. 9 ISSUE 1 2018
as usual, from making policies to policy         sector working together for the collective       achieving the new major SDG targets,
implementation. Above all, the state has         wellbeing of humankind.                          particularly in considering the emerging
not developed its capacity to enable it                                                           role of the state and the public sector.
partner with non-state actors to provide         In order to meet the targets created by the
goods and services to its citizens, hence        SDGs and for the purpose of strengthening        The way forward
the woeful implementation of the MDGs.           a sustainable path to development,
                                                 African countries must adopt policies and        Explaining why many African countries
Lessons learned from                             programmes to overcome the challenges            failed to score the MDG goals, some
implementation of the MDGS                       that restrained the achievement of the           development experts have argued that
for achievement of the SDGS                      MDGs. Within the limited resources of            there was a weak sense of ownership
                                                 various countries, a new perspective of          among the people as they were not
The SDGs, which replaced the MDGs                leadership in the public service is very         sufficiently involved in crafting solutions
in 2016 and code named officially as             much desirable going forward. In recent          to their own problems. It is therefore
“Transforming our World, the 2030 Agenda         years, global society has witnessed              critical to underscore the causes of failure
for Sustainable Development”, has 17             a rapidly changing world bringing                for delivery of the MDGs in Africa and to
“Global Goals” with 169 targets. The             about both new opportunities and new             see how the African public sector could
main characteristics of the new agenda           challenges. Nowhere is this more obvious         learn from these deviations in order
and its goals are that they seek to tackle all   than at the interface of government,             to position itself to effectively achieve
sectors of development and address the           business and society. Again, globalisation       the SDGs. In addition, the actions of
three pillars of sustainable development         and the increasing reach of the explosion        corrupt public sector officials hurt the
– economic, social and environmental.            of information communication technology;         underprivileged disproportionately by:
These key pillars are expected to be             the emergence of democracies in most             diverting funds intended for development
integrated so that progress in one area          African countries as well as powerful            and undermining government’s ability
relates to progress in other areas. For          civil society groups; and the increasing         to provide basic services; promoting
example, health targets are distributed          prominence of citizen action and demand          inequality and injustice; and discouraging
across all goals, and the integrated nature      for accountability have all contributed to       foreign investment and aid. It thus
of the SDGs provides new legitimacy for          a new landscape that offers opportunity          becomes important to fashion out
addressing the wider determinants of             for a better achievement of the SDGs,            a stronger network of actors and
health, poverty, gender, education etc. It       provided governments take advantage of           stakeholders to help change the dynamics
also has a focus on equity and on reaching       this positive wind of change.                    needed to ensure a critical path to success
all people, especially those that are hardest                                                     under the SDGs.
to reach. Unlike its predecessor (MDGs),         Many a time, the changes and innovation
the SDGs are global in nature and are            required are normally overlooked                 Africa played a significant role in the
relevant to all countries, both developed        or perhaps not really considered in              development of the SDGs. The Africa
and developing, with common but                  addressing the critical and ultimate needs       Union Agenda 2063 which preceded the
differentiated responsibilities. Goals and       of the people for whom these SDGs                SDGs agenda process was done with a
targets take into consideration different        are set to benefit. It is thus important,        clear intention to influence the SDGs from
national realities, capacities, and levels of    first of all, to appreciate the common           an African perspective. Furthermore,
development. Each government is tasked           understanding and knowledge within               African leaders participated in the
to set its own national targets guided by        the public sector in Africa against the          Intergovernmental Negotiations (IGN) at
the global level of ambition but taking into     backdrop of the principles of good               the UN on the SDGs, which led to their
account national circumstances.                  governance, inclusiveness, and the culture       adoption in September 2015. This gives
                                                 of accountability and their relationship         implementation of the SDGs a fillip for
The SDGs are expected to draw on the             with progress in realising the SDGs. The         success in Africa, with the proviso that the
implementation, experiences, and also the        holistic approaches towards achieving            political commitment proclaimed at the
strengths and weaknesses of the MDGs,            this is a public sector leadership that          IGN would be sustained.
and to help define a more sustainable            is able to accommodate the different
approach in meeting the targets and goals        dimensions and oft-diverging views of            It is heart-warming to learn that African
set. Within this context, this article seeks     society, and bringing the various actors         governments have acted faster in putting
to identify such key areas where the public      on board. Indeed, it is when government          in place strategies to implement the SDGs
services or the public sector’s contributions    leads the private sector effectively and         than they did with the MDGs. Nigeria
could be more enhanced by finding other          also facilitates the effective participation     gave the late start of the MDGs as one of
models for implementation. There is              of the third sector – the civil society – that   the reasons for their failed implementation
the growing realisation of an increasing         any country will develop. This interesting       (OSSAP-MDGs, 2015).                African
demand in new partnership cooperation –          nexus, therefore, creates the need to            governments are also putting emphases
governments, civil society and the private       broaden the scope of engagements in              on localisation or local ownership of the

VOL. 9 ISSUE 1 2018                                                                                                                       17
INSIGHTS

implementation plans and striving to            for that matter the public sector, in leading   promote citizens’ ownership of the SDGs
feature the SDGs as the central pillar for      nations to achieve the SDGs and for them        for a wider spread of their benefits. These
their medium and long-term development          to have greater impact than realised in the     proposals are not oblivious to other key
plans. Ghana has domesticated the SDGs          MDGs.                                           indicators for achieving the SDGs, such
into the overall National Development                                                           as macro-economic stability, effective
Plan. There is an active inter-ministerial      What is not readily obvious though, is          democratic governance, political stability,
committee on the SDGs at the national           articulation of various partners’ roles,        and promotion of gender equality,
level, which has had interactions with many     especially civil society and citizens’ roles    amongst others.
civil society organisations. Guidelines         within the implementation frameworks
have been issued for mainstreaming              in achieving the SDGs by various                1. At all levels of government there should
the SDGs in every sector with the aim of        African governments. In particular, less           be institutional spaces that facilitate
localising the implementation. It also aims     attention has been paid to how to best             meaningful CSO participation with
to prioritise SDGs targets across the span      implement the national frameworks at               the aim of ensuring that SDGs-related
of fifteen years, which will form part of the   the local level in communities where most          decisions can be adequately made
Forty-Year Development Plan for each            populations in Africa live. The role of            starting from an early stage and through
sector in Ghana.                                local communities, citizen organisations,          implementation of participatory
                                                women, youth, private sector, and civil            partnership programmes. This will
In Kenya, the Ministry of Devolution and        society organisations, must be well                enable demand of accountability from
Planning provided guidelines to all public      defined, monitored and evaluated.                  both government and other partners
institutions to implement the SDGs and                                                             through joint reviews. This mechanism
report to it quarterly on their performance.    The fear is that African countries may             will ensure everyone plays their role
These institutions were advised to identify     once again miss the boat if their focus            according to plan.
SDG targets relevant to their mandate,          is on receiving aid from development
integrate them into their annual work           partners and they discount the strengths        2. Local governments should partner
plans, and create awareness on them to          and advantages brought by CSOs and                 with CSOs to achieve localisation
their public.                                   their own citizens who are the beneficiaries       of the SDGs. CSOs give a voice to
                                                of the SDGs. Governments need the                  the poorest and most marginalised
This implies that Kenya, like Ghana,            involvement of all local stakeholders if           citizens. Therefore, it is crucial to create
has taken implementation of the                 they are committed to the “localisation”           opportunities, spaces, and platforms
SDGs seriously and has cascaded their           of these goals. While national and local           for engaging with these groups at
implementation to diverse institutions.         governments hold primary responsibility            the local level in order to promote
Nigeria had by 2015 begun mainstreaming         for delivering services in their country, the      dialogue, build community awareness,
the SDGs in their development planning          private sector, communities and CSOs               and develop strong relationships.
processes, with the aim of promoting them       also play key roles in shaping demand,             These organisations reach the hardest
at all levels. There have been spirited         contributing and shaping state policies            of the poor by providing services hardly
efforts by non-governmental organisations       and delivering services (UNCDF, 2010).             delivered by government agencies.
(NGOs) and civil society organisations          This is particularly relevant in areas where       They also have the capacity to monitor
(CSOs) at sensitising people at different       governments lack capacity, or the will, to         progress through data collection and
levels about the SDGs.                          provide essential services for their citizens      reporting.
                                                (UNCDF, 2010; Save the Children, 2012).
In 2015 the then Deputy State Governor          Given the scope and expectations of the         3. Localising the MDGs must reflect
of the Lagos State, Mrs Orelope-Adefulire,      SDGs, it is clear that governments alone           regional realities, which may involve
confirmed what should be the role of            cannot achieve the agenda 2030.                    resource mobilisation at the local
government in the realisation of the SDGs.                                                         level to address local problems.
She declared, “With the new mandate,            To move forward on achieving greater               This does not only relate to financial
our roles are to coordinate the advocacy,       impact, African countries would have to            resources. There are human, material
partnerships and implementation of              include all facets of society in planning,         and technical resources for addressing
the SDGs. We have begun the process             execution, monitoring and evaluation of            local problems that need to be
of galvanising partners in ministries,          programmes. It is not enough to only hold          appreciated, mobilised and utilised.
departments and agencies, international         consultations with CSOs and NGOs when              Governments are oblivious of this fact
development partners, civil society             planning as reported in all three countries        and assume that “spoon feeding”
groups, the academia, vulnerable                referred to above, but also to see them            local communities would solve
population groups as well as state and          as partners in implementation, monitoring          their problems. Through advocacy,
local governments, to work towards              progress and evaluation of outcomes.               sensitisation, and the provision
domesticating the SDGs in Nigeria.” This        What follows are a few strategies for              of basic infrastructure and tools,
summarises the role of governments, and         consideration that are intended to                 communities would provide some

18                                                                                                                           VOL. 9 ISSUE 1 2018
services for themselves, which would          their commitment to review policies          programmes, projects and activities for
   free governments to focus on policy,          that are women-friendly. More so,            the achievement of the SDGs. Of outmost
   strategy, monitoring and evaluation.          women and civil society groups that          importance, is the need to guard against
                                                 advocate for women empowerment               the tendency of the public sector to
4. African governments must fully embrace        and equality must not only be at the         singularly assume ownership of the actions
   current technological advancements to         centre of such policy-making process,        and goals of the MDGs and SDGs.
   reach out to their citizens. Even though      but more importantly at the forefront of
   significant inroads have been made            implementation.                              The call to foster a closer collaboration
   to use ICT in public service delivery,                                                     between state and non-state actors should
   there is a dearth of commitment from       6. One important group of people in             be the first practical step for creating an
   both politicians and bureaucrats to           Africa that is emerging as vulnerable        understanding of the implementation
   embrace technology fully in their             is African youth. To reduce the              challenges faced by the public sector
   operations. To create awareness of            vulnerability of youth today is to           towards achieving the SDGs.              The
   the SDGs and their implementation, in         promote peace and security tomorrow.         shortfalls identified in the MDGs should
   addition to other strategies, an online       Therefore, African governments must          help position the public sector as a rallying
   interactive data platform that enables        galvanize their commitments to               point for galvanising energies from all
   the general public to comment on              promote the rights of their young and        actors for action to bring success. The
   programmes (e.g. health, education,           invest in quality, relevant, and inclusive   active role of citizens and CSOs should
   women, environment etc.) can facilitate       education with a focus on science,           definitely be sought towards achieving
   information gathering by government           technology and innovation at all levels.     and realising the SDGs going forward.
   and partners for progress review and          Governments must also prioritise the         The operationalisation of the SDGs shall
   planning.                                     promotion of quality health care for         improve the lives of all citizens, especially
                                                 youth as well as involve them in the         women and youth. It will also speed up the
5. Despite significant progress made             socio-economic development of their          decentralisation of the entire governance
   by African countries in recognizing           countries.                                   process to help bring development closer
   the role of women in development                                                           to the doorsteps of the citizens.
   there is still a big gap between men       Conclusion
   and women in their social, cultural,                                                       There is an urgent need to create the
   political and economic status. If          This article has brought to the forefront       enabling environment for a more active
   Goal Five of the SDGs, which is only       some critical issues that need to be            role and participation of the private
   dedicated to women, is to be achieved,     examined and discussed by the public            sector in the realisation of the SDGs.
   African governments must renew             in African countries in designing plans,        The private sectors’ contribution in
                                                                                              achieving the SDGs will be considered in
                                                                                              a business-like manner, with higher stakes
                                                                                              in ensuring social stability. The successful
                                                                                              implementation of the SDGs involving
                                                                                              the private sector would ultimately
                                                                                              be regarded as contributing to sound
                                                                                              corporate social responsibility and good
                                                                                              corporate citizenship on the part of the
                                                                                              private sector.

                                                                                              All told, a new dimension for development,
                                                                                              synergising the latent potentials,
                                                                                              competences, and energies among the
                                                                                              tripartite actors - the public sector, the
                                                                                              private sector and civil society (women,
                                                                                              men, youth, religious groups, CBOs, etc.)
                                                                                              would work together towards achieving
                                                                                              the SDGs. The successful implementation
                                                                                              of the SDGs should be a shared and
                                                                                              collective responsibility. 

                                                                                              First published by the Commonwealth
                                                                                              Association for Public Administration and
                                                                                              Management

VOL. 9 ISSUE 1 2018                                                                                                                    19
INSIGHTS

                                                WHAT 40 YEARS OF
                         MARC
                         ANDREESEN
                         Venture capital
                                                RESEARCH REVEALS
                         investor
                                                ABOUT THE DIFFERENCE
                                                BETWEEN DISRUPTIVE
                                                AND RADICAL
                                                INNOVATION
                                                By Christian Hopp, David Antons, Jermain Kaminski,
                                                and Torsten Oliver Salge

   If you went to bed last night as an industrial company, you’re going to
wake up this morning as a software and analytics company.       - JEFF IMMELT, FORMER
CEO OF GENERAL ELECTRIC

APRIL 09 2018 - The second wave of              which led us to select the model that        customers and later move up-market
digitization is set to disrupt all spheres of   best described the underlying text data.     as their product improves. Or, they may
economic life. As venture capital investor      This model clustered text into 84 distinct   create markets where no market exists
Marc Andreesen pointed out, “software           topics. It performs best at explaining       and turn non-consumers into consumers.
is eating the world.” Yet, despite the          the variability of the data in assigning     Importantly, the research landscape we
unprecedented scope and momentum                words to topics and topics to documents,     mapped out suggests that disruption is
of digitization, many decision makers           minimizing noise in the data.                not about technology alone, but rather the
remain unsure how to cope, and turn to                                                       combination of technologies and business
scholars for guidance on how to approach        The topic model allows us to analyze         model innovation.
disruption.                                     similarities and overlap among topics
                                                between published papers. For example,       Radical innovations, on the other hand,
The first thing they should know is that not    the model revealed that the topic            stem from the creation of new knowledge
all technological change is “disruptive.”       “disruptive innovation” is often mentioned   and the commercialization of completely
It’s important to distinguish between           alongside the topic “business model” in      novel ideas or products. Research on
different types of innovation, and the          many studies. We then used a community       radical innovation therefore focuses on
responses they require by firms. In a recent    detection algorithm to map the overall       the types of organizational behavior and
publication in the Journal of Product           global inter-connectedness of all topics     structures that explain and predict the
Innovation Management, we undertook             in the network. Two topical communities      commercialization of breakthrough ideas.
a systematic review of 40 years (1975 to        stood out as being linked to the largest
2016) of innovation research. Using a           number of the other topics: disruptive       To be disruptive, a business must first gain
natural language processing approach,           innovation and radical innovation.           acceptance in the low end of the market,
we analyzed and organized 1,078 articles                                                     the segment by and large ignored by
published on the topics of disruptive,          Disruptive innovation research describes     incumbents in lieu of more profitable high-
architectural, breakthrough, competence-        a process in which new entrants challenge    end customers. A prime example is Netflix.
destroying, discontinuous, and radical          incumbent firms, often despite inferior      The initial mail-order movie rental business
innovation. We used a topic-modeling            resources. This may happen in two ways.      was not appealing to a large group of
algorithm that attempts to determine            Entrants may target over-looked segments     Blockbuster customers. It appealed to
the topics in a set of text documents. We       of the market with a product considered      a niche of film nerds. Only with the rise
quantitatively compared different models,       inferior by incumbent’s most-demanding       of technology, including eventually the

20                                                                                                                      VOL. 9 ISSUE 1 2018
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