Do you remember the freedom of play as a child? Do you remember the adventures of your play; all the crazy, eventful and exciting possibilities your play offered? Bouncing through a hopscotch game, throwing a ball to your dog or charging down the street on your bike.
Public sector organisations must strive towards innovation to keep up with the ever-changing expectations of customers in a digital world. However, this is easier said than done when innovation can be defined in so many ways. It’s the ambiguity around the meaning of ‘innovation’ that can make it seem like it’s just another overused buzzword for business professionals. So, what does it truly mean to be an innovative business in the public sector?
The world around us is changing at a rapid rate. Economies, industries, markets and technologies are constantly evolving. For organisations to stay thrive and stay competitive in changing environments, they need to be agile.
Collaboration is important in every organisation. True collaboration in the public sector involves employees communicating with each other and building on each other’s ideas to innovate or do something differently.
Australia’s healthcare sector is the largest employer of people in the country. According to a report by the Australian Government, Department of Employment, one in four new jobs over the next five years will be in healthcare and social assistance. Roles in the healthcare sector are also incredibly diverse, covering many occupations across a broad range of skill sets, ranging from highly qualified professionals to support staff and volunteers.
Networking is essential for business growth and personal success. Yet the saying “it’s not what you know, it’s who you know” seems to have significantly more weight in our ‘always-on’ 21st Century, where jobs are filled before they are advertised and previously unthought-of collaborations appear out of nowhere to create new and competitive markets and steal market share.
Company mergers are an increasingly common scenario as organisations attempt to create value by either acquiring new products and services, creating economies of scale or establishing a larger brand presence. Regardless of the impetus for merging two organisations, to really achieve the potential value of a merger it’s essential that both organisations are effectively integrated from the beginning, as this is where the seeds of long-terms success are planted.
You might have a leadership team of absolute superstars who have taken your organisation from strength to strength. That’s great news, but what happens when one of your leaders decides to move on or worse, what if several of them leave in a relatively brief period of time? You can go out to the marketplace and see what kind of leadership talent you can attract to your organisation however, is this the really the best scenario for your organisation’s culture in the long-term?