Lean Policy Canvas - Service Innovation Lab

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3	The Service Innovation Lab Lean Canvas					Designed for:		Designed by:	Date:	Version:
4						SIRG, SIWG and general public		Dave Moskovitz	29/7/18	0.1
5						SIRG, SIWG and general public		Dave Moskovitz	29/7/18	0.1
6	https://leanpolicy.org/	v0.4	by Pia Andrews		pia.andrews@dia.govt.nz
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8	Problem / Opportunity			Vision		Impact		Partners	Customers
9	Problem / Opportunity			Vision		Impact		Partners	Customers
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11	O: Dramatically improve government services for NZ.			For your government experience to be easy,		Measurably better design & dev of services for NZ.		Design and development teams across government	1) The general public - we always design around the
12				empowering, equitable and empathetic. Whether					end user needs as the first priority, particularly from a
13	Embrace new ways of working, tools, cloud and agile			directly or through your preferred/trusted partner/channel.		Working openly creates capability uplift, permission,		Business area teams responsible for services today	systemic improvements and social outcomes basis.
14	to make the operations of government service design					empowerment and acceleration of better public services
15	better, cheaper and more responsive to user needs.			Possibly: "We empower public services and inform public				Design and development companies and networks	2) Agencies/Councils - lead (& partner) agencies are our
16				utility to be of the people, by the people, for the people."					second highest priority, as meeting their needs creates
17	Making opportunities to collaborate around common			aka: "He aha te mea nui o te ao, He tangata, he tangata,		Taking a systemic service design approach creates		The Lab "host" agency (currently DIA)	demand for more UCD and system transformation. But
18	goals and user needs easier for agencies to participate.			he tangata"		opportunities to understand and design around genuine			system needs are considered secondary to user needs.
19						causal factors rather than simply creating new services.		Iwi and Maaori community engagement forums
20	The cost of research and innovation is high and hard								3) Aligned service providers - organisations that are on
21	for agencies to justify with tight budget constraints. The					Working collaboratively across govt, private and non		MBIE, IRD, Policy Project, PCO, Auckland Policy Office	user journey and a natural part of the service, like CAB.
22	Lab provides a meaningful & low cost path for creating			Unique Value Proposition		profit partners around genuine user needs, especially		(for policy and legislation innovation)
23	a backlog for agencies based on evidence based R&D.					where there is a shared need, creates new models for			4) Machines - we design with machines as end users
24				A cross agency design and development lab to		exploring and solving shared goals without just resorting		Other "labs" and innovator networks or initiatives	in mind to ensure a) we enable good AI/bot usage &
25	Agencies are usually focused on vertical pressures			experiment, drive and enable the systemic change		to "insourcing or outsourcing", neither of which work.			b) we mitigate bad AI/bot usage (from a user's view).
26	and have little systemic pressure to work horizontally			of government for the benefit of society.				Service Design Network
27	or from an all of system or all of government approach.					Making it easy for people to get what they need from			5) Our other key "customers" would include other
28	This creates barriers to collaboration, service integration,			Providing a way to direct public fundng to systemic		government with their mana increased by the process.			interested parties: academia,
29				improvements, horizontal efforts around shared goals,
30	The lack of system evidence & accountability reinforces			capability uplift, high value reusable components and
31	zero sum behaviours across government,			actionable innovation for all participating agencies.
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34	Why does this problem exist in the first place?			Risks		Key Metrics		Rollout strategy	Who else is affected?
35	Why does this problem exist in the first place?			Risks		Key Metrics		Rollout strategy	Who else is affected?
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37				Govt doesn't see value of internal capability/expertise		Each opportunity will have relevant metrics		Life event journey mapping to establish pipeline	People
38	Lack of pathways/capacity/capability to try new things			Funding gaps put pressure on team, can lose staff
39	Lack of all of system design leading to siloed services			Appetite innovation/transformation, particularly at scale		Reusable components measured in savings and opps		Rapid prototyping of approaches	Other agencies
40	Iteration only goes so far, appetite for radical change			Lab used for dirty laundry, BAU or solution validation
41				External assumptions don't align with value prop		Life event services measured in uptake and impact		Identification and development of reusable components	Private/non-profit partners in service delivery
42	Fear of loss of resources to others			Lab seen as competition & thus disempowering				for testing, and running until operationalised.
43				Lab assumed to run user services or incur tech debt		System barriers measured in difficulty avoided
44				Inwardly focused, unable to access funding for collab				Driven by SIRG (cross agency) agreed prioritisation
45				insights/opps/innovation not adopted		Capability uplift measured in impact across govt		which both ensures better collaboration and buy in
46				Burnout when hiring or temps too slow for need				whilst keeping the resource focused on areas of
47				Alignment with gov strategy				shared need.
48				Independence from host agency not protected
49	Costs and resources required						Revenue and/or other benefits
50	Costs and resources required						Revenue and/or other benefits
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63	The Public Policy Lean Canvas (or Policy Lean Canvas) is adapted from the Lean Canvas by Ash Maurya
64	The Lean Canvas is adapted from The Business Model Canvas by Alex Osterwalder (www.businessmodelgeneration.com/canvas)
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66	Excel implementation by: Neos Chronos Limited (http://neoschronos.com/)
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68	This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
69	http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
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