1. 1 NETWORKS? WHAT SHOULD THEY BE ABOUT? 2-10-2014 BRUSSELS BENEDICT WAUTERS E-mail: benedict.wauters@esf.vlaanderen.be

2. BETTER PROGRAMME MANAGEMENT ORGANISATIONS BETTER PROGRAMME MANAGEMENT ORGANISATIONS BETTER PROJECTS BETTER PROJECTS BETTER DATA BETTER DATA The COP RBM: key tools 2 Strategy focused organisation (Palladium) LEAN for services (Vanguard) Hofstede Model - on strategy, culture and change (Hofstede Centre) Human Centered Design (IDEO) Outcome Mapping (International Centre for Development Research) Output based subsidies (World Bank) New Synthesis for public administration (J. Bourgeon) Concept mapping (Concept Systems) Sensemaker (Cognitive Edge) BETTER DATA BETTER DATA SCIENCE BASED APPROACH

3. CULTURAL ANTROPOLOGY CULTURAL ANTROPOLOGY SOCIOLOGY DEVELOPMENTAL / SOCIAL PSYCHOLOGY SYSTEMS THINKING APPROACH ECON- OMICS Biology/ ecology System and sub-systems in a hierarchy Interactions give rise to emergent properties Interactions define boundaries with wider systems Wider systems represent the environment Systems must develop productive relations with their environment Resilience of systems Control engineering (quality) Control engineering (quality) Negative feed-back: dampening divergence of behaviour from a goal Positive feed-back: amplifying deviation from a goal (for better or worse) The many relations between the part of a system give rise to interacting positive and negative feed-back loops leading to unpredictabilty Requisite variety Complexity theory Attractors Non-linearity Self-organisation Emergence Path dependency RBM Tools 3 Rational choice theory NPM approach RBM »plus » Behavioral economics Institutional/ evolutionary economics Routines (collective), habits (individual), rules norms Power Biases

4. CULTURAL ANTROPOLOGY CULTURAL ANTROPOLOGY SOCIOLOGY DEVELOPMENTAL / SOCIAL PSYCHOLOGY SYSTEMS THINKING APPROACH ECON- OMICS Biology/ ecology System and sub-systems in a hierarchy Interactions give rise to emergent properties Interactions define boundaries with wider systems Wider systems represent the environment Systems must develop productive relations with their environment Resilience of systems Control engineering (quality) Control engineering (quality) Negative feed-back: dampening divergence of behaviour from a goal Positive feed-back: amplifying deviation from a goal (for better or worse) The many relations between the part of a system give rise to interacting positive and negative feed-back loops leading to unpredictabilty Requisite variety Complexity theory Attractors Non-linearity Self-organisation Emergence Path dependency RBM Tools 4 Rational choice theory Behavioral economics NPM approach Institutional/ evolutionary economics RBM »plus » Routines (collective), habits (individual), rules norms Power Biases

5. The COP RBM: key outputs 5 Website at www.coprbm.eu E-learning at www.copr bm.eu

6. The COP RBM: key outputs 6 Paper at http://www.coprbm.eu/?q=node/644 Sourcebook http://www.coprbm.eu/?q=node/630

7. 7 Source: Ready or not? Taking innovation in the public sector seriously. G. Mulgan. NESTA. 2007 Doing (current) things “right” in managing ESIF! Doing the (new) right things in managing ESIF!

8. Ever heard of “learning organisations”? 8 Peter Michael Senge is an American scientist and director of the Center for Organizational Learning at the MIT Sloan School of Management. He is known as author of the book The Fifth Discipline: The art and practice of the learning organization from 1990 (new edition 2006). He is a senior lecturer at the System Dynamics Group at MIT Sloan School of Management, and co-faculty at the New England Complex Systems Institute. In 1997, Harvard Business Review identified The Fifth Discipline as one of the seminal management books of the previous 75 years. For this work, he was named by Journal of Business Strategy as the 'Strategist of the Century'. They further said that he was one of a very few people who 'had the greatest impact on the way we conduct business today'. “All real change is grounded in new ways of thinking and perceiving” * * P. Senge, The necessary revolution, p.10

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10. Incremental improvement? Everyone already engaged in certain practices Share and compare what we do Always room for improvement Can also be used for coordination where interdependencies exist In ESF, there are already fora for this (eg ESF technical working group) 10

11. It turned out that the COP RBM is really about management innovation! But, should it be? If so what does this entail? 11 Same Target Group? Same Target Group? "Radical" Innovation Problem solving "daily management" What are the Needs?

12. Innovation is a proces 12 Creating employee networks that deliver open innovation, MIT Sloan Man Rev 2011 Innovators / Early adopters

13. Source: Moore, Diffusion of innovations, 2003 Open for innovation?

14. 14 INNOVATIONCOORDINATION/IMPROVE HorizonVision oriented, longer termProblem solving, shorter term WhoEU level: scouts (central) and connectors (national/regional/organisat ional). Member State level: early adopters Existing problem owners and decision-makers. ProcessSeek interesting knowledge, bring it to early adopters, support pilots Regular sharing and mutual support Resources for use of knowledge In separate demonstration projects with dedicated ‘innovation’ budgets, used by early adopters. In existing processes with regular budget lines and managers. Role of “top”Endorse/ “allow” innovation in general Support line managers

15. Future networking among Member States – How can we add most value? What are the needs? (focus on innovation or focus daily management problems?) Who should be the target groups (operational practitioners? top management? Other?) Commitment to feeding network knowledge back to organisations? Process: just regular meetings, or goal directed process? What is expected of the Commission? 15 Questions