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<blockquote>''An Approach to Inspiring Innovation in Government by Timothy Philps''</blockquote>[[File:Idea journey 2.jpg|center|1290x1290px|frameless|alt=]]
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''<big>An Approach to Inspiring Innovation in Government</big>''
''<big>by Timothy Philps</big>''
This article was originally published in: ''Financial Management Institute of Canada e-Journal'' 3, Spring 2019: 5-8. https://fmi.ca/wp-content/uploads/2019/04/ENG-Spring2019_eJournal_issue3.pdf
La version Française: [[Circuit des idées]]
On a warm Roman spring morning in 30 AD, a young man named Appius walked down the Via Sacra toward the Foro Romano. He had a bounce in his step as he anticipated the many discussions that would ensue when he got to the Basilica Julia, the grand hall in the centre of the Forum. The Basilica was the place where Appius went to hear about issues, proposals, and news from faraway places. He was excited to share his ideas with other smart minds.
On a warm Roman spring morning in 30 AD, a young man named Appius walked down the Via Sacra toward the Foro Romano. He had a bounce in his step as he anticipated the many discussions that would ensue when he got to the Basilica Julia, the grand hall in the centre of the Forum. The Basilica was the place where Appius went to hear about issues, proposals, and news from faraway places. He was excited to share his ideas with other smart minds.
== '''<big>A Culture of Innovation</big>''' ==
== '''<big>A Culture of Innovation</big>''' ==
[[File:Idea journey1.jpg|thumb|694x694px]]Creating an innovative culture in large government organizations, whose core business is not innovative, is difficult. The skill sets and expertise of employees is largely focused on the core deliverables of the organization, such as financial regulation, tax administration, economic development, health management, or education, just to name a few. Government organizations often look longingly at commercial companies that have clear innovative cultures such as those in high tech or emerging industries. That comparison, however, is not fitting. Commercial organizations often have a mandate to create something faster, smarter, and newer and their core values reflect that. It is different for government. What government organizations do have is an entrenched set of values; and that is where we will start.
[[File:Idea journey1.jpg|thumb|496x496px]]Creating an innovative culture in large government organizations, whose core business is not innovative, is difficult. The skill sets and expertise of employees is largely focused on the core deliverables of the organization, such as financial regulation, tax administration, economic development, health management, or education, just to name a few. Government organizations often look longingly at commercial companies that have clear innovative cultures such as those in high tech or emerging industries. That comparison, however, is not fitting. Commercial organizations often have a mandate to create something faster, smarter, and newer and their core values reflect that. It is different for government. What government organizations do have is an entrenched set of values; and that is where we will start.
The core values of most government organizations are some combination of integrity, respect, collaboration, cooperation, reliability and fairness. Managers and employees are made aware of these values from the time they join the organizations. They live them and practice them throughout their careers. That respect for core values creates a culture. The key to creating an innovative culture in government organizations therefore is to embed innovation as a core value and send a clear message that innovative behaviours are valued as much as behaviours associated with the other traditional core values.
The core values of most government organizations are some combination of integrity, respect, collaboration, cooperation, reliability and fairness. Managers and employees are made aware of these values from the time they join the organizations. They live them and practice them throughout their careers. That respect for core values creates a culture. The key to creating an innovative culture in government organizations therefore is to embed innovation as a core value and send a clear message that innovative behaviours are valued as much as behaviours associated with the other traditional core values.
On that spring day in Rome, Appius was optimistic that his ideas would be accepted within a culture of innovation and be part of a process to make them a reality. Modern government organizations can provide the same inspiration to their innovators by adopting the Idea Journey.
On that spring day in Rome, Appius was optimistic that his ideas would be accepted within a culture of innovation and be part of a process to make them a reality. Modern government organizations can provide the same inspiration to their innovators by adopting the Idea Journey.
[[File:Idea journey 2.jpg|left|992x992px|frameless|alt=]]
[[File:Tim Pic.jpg|thumb|370x370px|Tim Philps, BA, MBA, CPA, CMA, is the Director of Programs for the Pacific Region of the Canada Revenue Agency. Tim was co-chair of PSMW 2005 in Vancouver and is a graduate of the Senior Executive Fellows program at Harvard University’s John F. Kennedy School of Government.]]